LUNA Final

LUNA Bar

Isabella Loose, Yahna McPherson, Samantha Rowe, Lindsay Zacharia

Executive Summary The campaign developed below was created to modify purchasing behavior of women ages 18-24 and essentially influence them to choose LUNA as their Whole Nutrition Bar. The marketing objective of this campaign is to increase LUNA’s market share without growing the category. This will be achieved through our three advertising objectives: Capturing Top of Mind Awareness, reinforcing LUNA’s positioning as female bar, and diversifying and implementing new mediums to LUNA’s media mix.

Table of Contents

1.0 Situation Analysis and Definition of Target Market ............................................................1 1.1 Product Background......................................................................................................................... 1

1.1.1 Brand History/Company.............................................................................................................. 1 1.1.2 Product Life Cycle....................................................................................................................... 1 1.1.3 Channels of Distribution.............................................................................................................. 1

1.1.3.1 Importance of Channels of Distribution .............................................................................. 2 1.1.4 Product......................................................................................................................................... 2 1.1.5 Price ............................................................................................................................................. 3 1.1.6 Promotion .................................................................................................................................... 3 1.1.7 Clif Bar and LUNA Bar Relationship ......................................................................................... 4

1.2 Product Class..................................................................................................................................... 4 1.2.1 Category Insight .......................................................................................................................... 4 1.2.2 Market Share ............................................................................................................................... 5

1.3 Competition ....................................................................................................................................... 7 1.3.1 Kind Bar ...................................................................................................................................... 7

1.3.1.1 Strengths and Weaknesses of Kind Bar................................................................................ 7 1.3.2 Lara Bar ....................................................................................................................................... 8

1.3.2.1 Strengths and Weaknesses of Lara Bar................................................................................ 8 1.3.3 PowerBar ..................................................................................................................................... 9

1.3.3.1 Strengths and Weaknesses of PowerBar .............................................................................. 9 1.3.4 Kashi Bar ................................................................................................................................... 10 1.3.2.1 Strengths and Weaknesses of Kashi Bar ................................................................................ 10 1.3.5 Strategic Importance of Competitive Analysis ......................................................................... 11

1.4 Consumer Information & Behavior in Whole Nutrition Bar Category ................................... 11 1.4.1 Wholesome Bars........................................................................................................................ 11 1.4.2 Diet Regulators .......................................................................................................................... 12 1.4.3 Light Restrictors ........................................................................................................................ 12 1.4.4 Energy Hounds .......................................................................................................................... 12

1.5 Behavior in Category ..................................................................................................................... 12 1.5.1 Health/Wellness Consciousness ................................................................................................ 13 1.5.2 Dieting ....................................................................................................................................... 13 1.5.3 Active Lifestyles........................................................................................................................ 13

1.6 The Consumer & Target Group Profile ...................................................................................... 13 1.6.1 The Consumer ........................................................................................................................... 13 1.6.2 Target Profile: Meet Hannah!.................................................................................................... 14

1.7 Environmental Analysis ................................................................................................................ 14 1.7.1 Social ......................................................................................................................................... 14 1.7.2 Political...................................................................................................................................... 14 1.7.3 Environmental ........................................................................................................................... 15 1.7.4 Cultural ...................................................................................................................................... 15 1.7.5 Legal .......................................................................................................................................... 16 1.7.6 Economic ................................................................................................................................... 16

2.0 S.W.O.T Analysis ...................................................................................................................16 2.1 S.W.O.T Chart ................................................................................................................................ 16

2.1.1 Strengths .................................................................................................................................... 17 2.1.2 Weaknesses................................................................................................................................ 17

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2.1.3 Opportunities ............................................................................................................................. 18 2.1.4 Threats ....................................................................................................................................... 18 2.1.5 Unknown ................................................................................................................................... 18

2.2 S.W.O.T Prioritization ................................................................................................................... 19 2.2.1 Remaining Characteristics......................................................................................................... 19

2.3 Prioritized Issues............................................................................................................................. 19

3.0 Campaign Objectives.............................................................................................................20 3.1 Marketing Objective 1 ................................................................................................................... 20 3.2 Advertising Objective 1 .................................................................................................................. 20 3.3 Advertising Objective 2 .................................................................................................................. 22 3.4 Advertising Objective 3 .................................................................................................................. 22 3.5 Marketing Communication Objectives Implementation ............................................................ 22

3.5.1 Digital ....................................................................................................................................... 22 3.5.2 Television ................................................................................................................................. 22 3.5.3 Print .......................................................................................................................................... 22 3.5.4 In-Store ...................................................................................................................................... 22

4.0 Campaign Timeline ............................................................................................................................. 23

4.1 Successive Approximation ............................................................................................................. 23 4.2 Section Techniques ........................................................................................................................ 23

4.2.1 S1 .............................................................................................................................................. 23 4.2.2 S2 .............................................................................................................................................. 24 4.2.3 S3 .............................................................................................................................................. 24 4.2.4 S4 .............................................................................................................................................. 24

4.3 Contingency Plans .......................................................................................................................... 25 4.3.1 Contamination Plan .................................................................................................................. 25 4.3.2 Unacceptable Awareness Levels .............................................................................................. 25 4.3.3 High Awareness Levels ............................................................................................................ 25

5.0 Multi-Attribute Model (MAM): Messaging Design and Positioning Guidelines .......................... 25 5.1 Survey Method..................................................................................................................................... 26

5.2 First MAM Survey.......................................................................................................................... 26 5.3 Second MAM Survey ..................................................................................................................... 28 5.4 Survey Findings and Brand Positioning Tool ............................................................................. 29 5.5 Line by Line Analysis ..................................................................................................................... 32 5.6 Message Recommendation ............................................................................................................. 33

6.0 Budget Allocations............................................................................................................................... 34

6.1 Budget Overview............................................................................................................................. 34 6.2 Section Breakdown ......................................................................................................................... 34 6.3 Geographical Breakdown............................................................................................................... 36

6.3.1 Geographic Breakdown Rationale ............................................................................................ 36 7.0 Media Selections ................................................................................................................................. 37

7.1 May Media Selection....................................................................................................................... 37 7.2 June Media Selection ...................................................................................................................... 37 7.3 July Media Selection ....................................................................................................................... 38 7.4 August Media Selection .................................................................................................................. 38

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7.5 September Media Selection............................................................................................................ 39 7.6 October Media Selection ................................................................................................................ 39

8.0 Final Message Designs ....................................................................................................................... 40 9.0 Creative Executions ............................................................................................................................ 40

9.1 Print Ads .......................................................................................................................................... 40 9.2 30 Second TV Spot ......................................................................................................................... 41 9.3 Extended .......................................................................................................................................... 41 9.4 Social Media .................................................................................................................................... 42 9.5 Mobile............................................................................................................................................... 42 9.6 Magazines ........................................................................................................................................ 43

10.0 Media Plan ......................................................................................................................................... 43 10.1 Geography ..................................................................................................................................... 43 10.2 Media Strategy and Selection Process......................................................................................... 43

10.2.1 Television ............................................................................................................................... 44 10.2.2 Magazine ................................................................................................................................ 44 10.2.3 Digital .................................................................................................................................... 44

10.2.3.1 Publisher Sites.................................................................................................................. 44 10.2.3.2 Social Media .................................................................................................................... 44

10.3 Media Budget Allocation Chart By Month ................................................................................ 44 10.3.1 May Budget Allocation .......................................................................................................... 45 10.3.2 June, July & August Budget Allocation ................................................................................. 45 10.3.3 September Budget Allocation ................................................................................................. 47 10.3.4 October Budget Allocation ..................................................................................................... 48

10.4 Final Effective Reach and Frequency ......................................................................................... 49 11.0 Campaign Evaluation ....................................................................................................................... 49 12.0 References ......................................................................................................................................... 51 13.0 Media Appendix ................................................................................................................................ 52

13.1 Year At A Glance Chart............................................................................................................... 52 13.2 Spot Goals Chart .......................................................................................................................... 53 13.4 Flowchart ...................................................................................................................................... 53 13.5 Spot Plan Goal Sheet ................................................................................................................... 54 13.6 Market List ................................................................................................................................... 54

14.0 Creative Appendix............................................................................................................................. 55

14.1 Print Advertisement Executions ................................................................................................. 55 14.2 Television Commercial Storyboard ............................................................................................ 61 14.3 Publisher Site Extended Commercial ........................................................................................ 63

15.0 Appendix ............................................................................................................................................ 67

15.1 Figure 3.0 Prioritization Chart.................................................................................................... 67 16.0 Group Member Evaluations ............................................................................................................ 68

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1.0 SITUATION ANALYSIS and DEFINITION OF THE TARGET MARKET

1.1 Product Background The following information contains brand history, product life cycle, and the media mix including product, price, channels of distribution and promotion.

1.1.1 Brand History/Company Gary Erickson, a baker and mountain biker who wanted a nutritious energy bar that would be popular among consumers and was healthy, founded In 1992 Clif Bar & Company. With a strong momentum behind this private and family owned company, seven years later in March of 1999, Clif Bar & Company launched LUNA as the first nutrition bar aimed towards women. While most companies have a singular mission statement, Clif Bar & Company is guided by Five Aspirations: Sustaining our business, brands, people, community and the planet. While LUNA is guided by the same aspirations, the company is very focused and driven by their community outreach.

1.1.2 Product Life Cycle With a mission to create a bar dedicated to quality, sustainability and community in a balanced workplace, LUNA has produced nutritious bars with various flavors and nutrients like protein, fiber, vitamins, and minerals that are essential to women’s health. In 2003, LUNA cartons were switched from paperboard to 100% recycled materials. In 2006, LUNA became 70% organic. This became extremely appealing to health-conscious and active customers who wanted a bar that served as a mini-meal. In 2008, LUNA Mini Bars were released, and in 2009, LUNA launched LUNA protein with 12 grams of protein in a single bar. In 2012, LUNA debuted LUNA fiber. By adding fiber to their bars, LUNA stresses fiber’s ability to help satisfy hunger, keep your digestive system in top condition, and assist with lowering cholesterol. With thirteen LUNA bar flavors and six LUNA protein flavors, LUNA reminds women that these bars feed your strength and are not only good food, but also good nutrition. 1.1.3 Channels of Distribution Grocery stores remain the primary distribution outlet for LUNA Bars. These stores include locations that cater towards a more organic and healthy lifestyles with organic and fresh produce. These places include Trader Joe’s, Wegmans, Harris Teeter, and Whole Foods, and your local Natural/Specialty food stores. However, the bars can also be found and bought at amazon.com, drugstore.com, and other large and cheaper retail stores like Target, Pathmark, and Wal-Mart. LUNA bars are generally located near the pharmacy section, or near diet, health, and organic foods.

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LUNA bars are also available for purchase online on the website through the Clif Bar Store. The products purchased through the website are available to be shipped nationally and internationally. A store locator is also available on the website to assist in store purchases. Supermarkets are by far the channel through which most consumers buy their nutrition and energy bars, relative to mass merchandisers or club stores like Costco Wholesale or Sam’s Club (see Appendix: Other Useful Consumer Tables). Furthermore, as discussed in the Outlets Where Consumers Buy section of this report, some 42% of energy/diet bar consumers say they most often buy their bars at grocery stores, with mass merchandisers like Wal-Mart coming in second at 23%. Club stores, convenience stores, and drug stores are next, at 9%, 7%, and 6%, respectively. The survey results also indicate that respondents tend to shop at a number of different venues for their nutrition bar needs, suggesting that they are opportunistic and will also seek out different channels perhaps based on the brands or varieties available. 1.1.3.1 Importance of the Channels of Distribution The location where LUNA bars are sold are important to gain an understanding of the type of lifestyle and the other products that are purchased by our target consumer. These locations also serve as a potential medium to communicate with the consumer directly through point of sales materials or in store branding. Through market walks performed by the group, we found that in store communication was low for LUNA Bars and was not consistently located near competition. While this campaign will not address marketing issues in stores, we recommend following this six-month campaign, LUNA’s internal marketing individuals address channels of distribution. 1.1.4 Product The current LUNA portfolio includes twenty different LUNA flavors ranging from bars that include protein, chocolate, caramel, peanut butter, vanilla almond, nuts, and fruit. The original LUNA Bar comes in thirteen different flavors and the LUNA Protein Bar comes in six different flavors. LUNA is directed towards women because their bars provide the nutrients women often lack but need the most for daily activities. These nutrients include folic acid, calcium, iron, vitamin D and other vitamins and minerals, which are essential to a woman’s everyday needs. In less than 200 calories, LUNA protein bars offer twelve grams of soy and whey protein and three grams of fiber. While satisfying hunger, this nutritional bar contains zero trans fats and does not contain artificial flavors, preservatives, hydrogenated oils, or genetically engineered ingredients. “It contains zero grams trans fat, and does not contain partially-hydrogenated oils, high fructose corn syrup, artificial flavors or synthetic preservatives; and we source ingredients that are not genetically engineered.” -LUNA Website

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This is important to our target audience because they perceive additional, artificial and synthetic ingredients, such as GMOs, as harmful to their health and their lifestyles. Although these claims are not scientifically disputed, they are characteristics that resonate with our target audience and contribute to a positive brand and product perception in the minds of our consumers. 1.1.5 Price LUNA bars range individually from $1.30 - $1.45 depending on the retailer. For a box of 6, they hover around $5 and a box of 15 can range from $17 - $20. LUNA bars, as compared to other nutrition bars, are slightly on the more exclusive and expensive side due to the range of natural/organic ingredients and environmental-friendly packaging utilized. LUNA Protein is the second most expensive bar when placed against its competitors: Clif, Kashi, KIND, Nature Valley, and Quest. The average price of LUNA bars and its competitors are included below. Clif: $1.69 Kashi: $0.89 KIND: $1.89 LUNA: $1.49 LUNA Protein: $1.75 Nature Valley: $0.69 Quest: $2.59 Although not the most expensive, LUNA bars tend to be priced higher than some of its competitors. LUNA is able to keep their price high, because it is providing customers with higher nutritional value than competitors. Each of their bars has what they call, “Essential Nutrients for Women.” These nutrients include calcium, vitamin D, iron, and folic acid. Also, LUNA is considered an affordable luxury Whole Nutrition Bar. Keeping this title in the minds of consumers allows consumers to feel good about purchasing a LUNA bar, even though it is more expensive. It allows individuals to think that although they are spending more money, they are benefiting their health and allowing LUNA to contribute to their well-balanced diet. 1.1.6 Promotion Across all channels of the media mix LUNA features promotions to engage their consumers and give value back to their consumers. LUNA provides value online when a consumer registers at clifbarstore.com they receive 10% off of their online orders and are emailed discounts and latest news.

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LUNA engages with simultaneously with consumers online through community outreach. Every year, 1% of sales are directly donated to charity in addition to the company’s other philanthropic endeavors. In 2000, LUNA partnered with The Breast Cancer Fund to raise awareness for breast cancer prevention. Through events such as LUNAFEST, a film festival featuring films directed by women for women, and Team LUNA Chix, a women’s professional mountain biking team, the company strives to engage the community and raise money to support the Breast Cancer Fund. Since the formation of their partnership, over 3.5 million dollars has been raised. In addition to the large charity engagements, LUNA Life on the website captures all other aspects of community and philanthropic efforts. 1.1.7 Clif Bar & LUNA Bar Relationship As stated before, LUNA Bar is a product under its privately owned parent company, Clif Bar. Clif and LUNA have many similarities in their product goals as they both create wholesome, nutritional bars that promote a healthy lifestyle. However, there are many differences between the two brands inherently as they are geared towards different target audiences. These key differences create product dissonance between the two mostly parallel brands. Clif, although they do not state this outward, is geared more towards a rugged, male audience. The packaging itself suggests something more rough and hardcore as compared to LUNA, which markets to women. Clif markets to those who enjoy extreme outdoor sports and are looking for something to fuel the adventure whereas LUNA is positioned as a Whole Nutrition Bar that provides nutrients for daily life. LUNA is essentially the softer equivalent to Clif’s more extreme positioning. 1.2 Product Class: Whole Nutrition Bar The following information includes a breakdown of the category insight and the market share gathered from the Nutrition and Protein Bar March 2015 Leading Brand Analysis Survey from Mintel. 1.2.1 Category Insight Whole Nutrition Bars are concentrated, high-carbonated snack bars designed to provide a quick in-between meal energy boost and are usually mixed with vitamins, protein, and other substances. These bars are seen as a healthy meal substitute, a between-meal snack, or a pre/post workout snack. LUNA Bars are a part of the broader food bar category, which includes granola and cereal bars. Driven by consumer desire to follow healthier, more-active lifestyles, the total U.S sales for the nutrition and energy bar market grew from 15% in 2010 to $1.5 billion, according to Mintel. Similar to the year 2010, the nutrition and energy bar market grew 14% in 2011. It was

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calculated by Mintel that by 2016, the energy bar market would reach roughly $3 billion, which is up 64% cumulatively from the year 2011. To stay competitive in the market, manufacturers must focus on products that center on one specific attribute and provide a healthy way to fulfill the consumer’s needs. Manufacturers must also be increasingly transparent about the contents of their bars in order to create trustworthy, brand loyal consumers. At first, nutrition bars were originally marketed to serious athletes. This target began to shift towards active and health conscious men and women who now purchase nutrition bars regularly not only to satisfy immediate hunger but also because they are perceived as a source of nutrients or as a healthy mini-meal. In fact, the sales of these nutrition bars have increased due to consumers perceiving them as healthier options. However, within the nutrition bar category, there is a lingering concern that consumption of nutrition bars could lead to unhealthy dietary patterns. Awareness has been raised that too much unhealthy consumption of nutrition bars could contribute to obesity, but there has been little evidence to support this.

1.2.2 Market Share Within a year of its launch in 1999, LUNA had 17% market share of more than 700 types of energy bars sold in natural food stores nationwide, with Clif only at 13%. This placed LUNA as the number one energy bar, with Clif at number two. In addition, the company topped PowerBar for the first time. (Mintel). To date, LUNA’s market share has stayed relatively stable even in this saturated marketplace. Saturated in this case indicating that there are high levels of competition and a large amount of competitive brands featuring parity products. From 2013 to 2014 LUNA’s share decline by 0.5% along with the decline from the overall category. However, while all brands showed a decline in share from 2013 to 2014, KIND LLC saw a drastic incline in share going up 4.3 points. (Figure 2.0) Since LUNA’s market share is shrinking, the goal of our campaign is to initiate new behavior amongst our Target Group to increase share.

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Figure 2.0 shows the share change from 2013 to 2014 of the Whole Nutrition Bar category.

Figure 2.1 shows that LUNA contains 14.8% of the market share for the Whole Nutrition Bar category.

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1.3 Competition Over the years, there has been an increase in competitors that have entered the Whole Nutrition Bar market as more and more people opt for a healthier lifestyle. Products in this market deliver all kinds of benefits that range from high-protein (39.9% of market share), energy boosting (29.9% of market share), diet assistance (15.5%), healthy snack (14.1%) and breakfast nutrition (.6%). With so many competitors positioning themselves so differently, it is easy to get lost in the shuffle. Finding a way to distinguish a brand while maintaining true brand identity becomes the real challenge. 1.3.1 Kind Bar

In 2004, Kind Bar creator, Daniel Lubetzsky, was astonished at his inability to find a nutrition bar made from whole pieces of fruits and nuts. He set out to create a snack formed from the ingredients people were familiar with, along with a bar that seemed all natural to the average consumer. "The better brands are very clear on what they’re looking for; there are performance brands that are for when you go exercise; there are diet bars. For us, it’s a healthy snacking brand where we focus on giving people ingredients that they can see and pronounce.” –Daniel Lubetzsky (Yahoo Finance, 2014). His idea was extremely popular and currently, their bars hold the largest market share within the health bar and energy snack market. Kind bars position their product as a healthy, go-to snack or meal substitution made from all natural products for those on the go. Kind Bar focuses on not only being a product that is kind to your body, but also to your soul. With every advertisement or marketing campaign, the remind consumers extra push of being kind. Sparking initiatives such as the “Kind Movement” are driven to inspire those who buy into their product to reach out to others with small acts of kindness each day. This comes from the founder’s personal experiences and is a mantra of the company. Kind prides itself on urging their customers to “Be Kind” to the environment, themselves and to others.

1.3.1.1 Strengths and Weaknesses of Kind Bar

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● All natural ingredients ● Has a variety of flavors, although not as many as other competitors ● Socially responsible company ● Leading market share ● Not as many product lines as other competitors such as Kashi ● High brand awareness among those who are knowledgeable of the market, but not the

average consumer ● More expensive than the average granola bar ● Weak marketing campaign

1.3.2 LÅRA Bar

LÅRABAR is a blend of unsweetened nuts, fruits and spices. Made from 100% whole food, each flavor of the bar contains no more than 9 ingredients. Pure and simple, just the way nature intended. LÅRABAR’s legs up on its competition are the ingredients they use. Therefore their advertisements focus heavily on the all-natural processes and make up of their product. In every advertisement LÅRABAR implements, they continuously draw attention to their “9 ingredient or less” promise as well as aim to highlight their elimination of GMOs and chemicals from their product. LÅRABAR campaigns feature two types of advertisements. The first features simple backgrounds and their product. Having clean, simple lines with the phrase “less is more” pays homage to the simplistic lifestyle embodied in both their product and mission. Clear backgrounds give focus and attention to the product itself and their message. The second features their product with a natural backdrop. This is to promote a movement back to all things natural in life. Brand personality celebrates the ideas of being: bold, active, all natural, healthy, wholesome, passionate, vibrant, community-oriented, unique, and environmentally conscious. 1.3.2.1 Strengths and weaknesses of LÅRABAR ● Truly healthy ingredients. Made with 9 ingredients or fewer per bar, these non-GMO

snacks are true to their advertising. ● 19 different flavors ● Genuinely a good snack

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● Extremely popular in Europe ● Acquired by General Mills giving them access to valuable resources and channels for

distribution and growth ● Brand awareness is not as strong as competitors ● On average, more expensive than other options ● Not a lot of advertising to increase reach or frequency

1.3.3 PowerBar

PowerBar is known as being the first company to market a “concentrated high-carbohydrate snack designed to provide a quick between-meal calorie boost…fortified with vitamins and other substances.” (“PowerBar Inc.,” 2007). When they first introduced the product, the product was originally “aimed at runners and other athletes.” However, they are now “distributed through mainstream supermarkets, with ad campaigns targeting people in all walks of life.” (PowerBar Inc., 2007). Even though they have tried to break the mold and reach out to other consumers, their endeavors have been unsuccessful and many still see them as a company that emphasizes and prioritizes athletes as their main target. PowerBar relies heavily on print advertising to generate profit and awareness for their brand. Their advertisements appear in many fitness and health magazines such as Men’s Health, Women’s Fitness, Runners, Shape and others. They are also invested in the use of social media to create interactive and engaging platforms for which their customers can communicate with them. PowerBar is also known to use television spots, however these advertisements are far fewer than other initiatives. Their advertisements are gruff and gritty. The use of darker colors and intense characters gives off a tough and hard essence probably meant to appeal to those who enjoy a grueling and intense workout. PowerBar utilizes this type of advertising to show the more hardcore athletes that their product can provide them the strength to keep going. 1.3.3.1 Strengths and weaknesses of PowerBar ● Leader in the athletic/sports and protein segment ● High awareness and acceptance in male consumers (over competitors) ● Has strong voice in the niche market of those who consider themselves serious athletes

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● Strong brand reputation and many sponsors ● Strong social media presence ● Packaging is messy, dull and dated ● Low awareness of other product lines ● Targets a small consumer base and is geared towards men

1.3.4 Kashi Bar

Kashi has a massive advertising initiative over its competitors. The brand is constantly promoting itself through a multitude of mediums including traditional and non-traditional advertisements. Their most prominent choices of advertising are through television commercials and magazine print ads. Kashi television ads are featured on networks like the Food Network, HGTV, E!, Travel Channel, Discovery and more. These strategic choices reach all kinds of consumer profiles and the company is very effective in doing so. In print, their ads are featured in many magazines directed at young to middle aged audiences and therefore appear in People, Cosmopolitan, Allure and various fitness magazines. In creativity, Kashi approaches the look and feel of their advertisements with their mission in mind. Advertisements are clean, fresh, simple and invigorating. Many outdoor spaces are featured with people conquering arduous hikes, bikes, swims, runs, etc. while stopping to catch their breath and take a bite of the product. The feeling they evoke is one that promotes a healthy and simple lifestyle. Eat good food and be good to your body. Their ads are no-nonsense and a tribute to returning to a simplistic, healthy lifestyle. 1.3.4.1 Strengths and weaknesses of Kashi ● Strong brand identity and high brand awareness due to the company’s extra initiatives in

other health food and drink markets. ● Many different flavors and variations of product, which allows them to reach different

consumer taste profiles. ● Kellogg’s owns the company. This gives them access to a vast amount of monetary

resources, distributors, large suppliers and retail locations. ● Strong mixed media campaign. ● Relatively expensive

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● Targets a certain type of consumer rather than the general consumer, which can be limiting

● Added sugars ● Contains chemically altered ingredients

1.3.5 Strategic Importance of Competitor Analysis The reason a competitor analysis is conducted is to ensure that the LUNA bar company has a full understanding of the status of the market in which it exists. Understanding a competitor’s strengths, weaknesses and positioning enables LUNA to capitalize and identify its niche within the market, while identifying their strongest positioning points. This knowledge allows LUNA to differentiate their products and brand identity, thus increasing awareness and brand individuality among potential consumers against parity products. Later when discussing our positioning strategy, we will be referring back to the competitor analysis to distinguish strong points that separate LUNA’s product from others so we may capitalize on these characteristics. A large focus will be through LUNA’s perceived superior taste and LUNA’s competitive edge in protein content. 1.4 Consumer Information & Behavior in the Whole Nutrition Bar Category The following section contains information about consumer behavior found in the Nutrition and Energy Bars February 2012 Quantitative SPSS Cluster Analysis from Mintel. The SPSS K-means cluster analysis process was used with four clusters selected from 550 adults aged 18+ who personally eat energy and/or diet bars and are Internet users. Mintel named four clusters according to their particular characteristics:

1. Whole Nutrition Bars 2. Diet Regulators 3. Light Restrictors 4. Energy Hounds

1.4.1 Wholesome Bars I.) Demographics: Whole Nutrition Bars comprise 20% of the respondent sample. Members of this group are more likely to be white and to have household incomes greater than $100K or more. They are relatively even Male/Female with about half between the ages of 35-54.

II.) Characteristics: ● More likely to consume energy and protein bars when compared to Diet

Regulators ● Compared to Diet Regulators and Energy Hounds, Whole Nutrition Bars are also

more likely to consume multivitamin/mineral supplements

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● Generally believe these type of bars taste good ● Compared to Diet Regulators and Light Restrictors, Whole Nutrition Bars are

more likely to feel that it is important to consume bars that are GMO-free, contain more natural and premium ingredients, are organic and are packaged in recycled or green packaging

● Often shop at natural supermarkets such as Whole Foods Market or Trader Joe’s 1.4.2 Diet Regulators I.) Demographics: Diet Regulators comprise 27% of the sample. Members of this group are more likely to have household incomes of $100K or more, and to be employed either full or part time. Male and Female and relatively even across all age groups.

II.) Characteristics: ● Most likely of any group to consume cereal bars or breakfast bars ● More likely than others to use diet bars ● More likely to report eating bars as a meal or part of a meal, for vitamins and

minerals, and for overall health and wellness reasons. 1.4.3 Light Restrictors I.) Demographics: Light Restrictors comprise 27% of nutrition and energy bar eaters. This group is overrepresented by females and 35+ with the greatest percentage of respondents aged 55+.

II.) Characteristics: ● Light Restrictors are more likely than Whole Nutrition Bars to consume diet bars

such as Slim-Fast and Atkins. ● Compared to Whole Nutrition Bars and Energy Hounds, Light Restrictors are

more common to eat bars to lose weight. ● More likely to use multivitamin supplements and herbal supplements.

1.4.4 Energy Hounds

I.) Demographics: Energy Hounds comprise 26% of respondents and are more likely to be males and young adults ages 18-34.

II.) Characteristics: ● Least likely of any group to use bars for vitamins and minerals. ● More likely to say that only people who are really active need nutrition and

energy bars. 1.5 Behavior in Category The following section contains information about three societal consumer influences that provide

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insight on what attributes consumers in the overall category are seeking from whole nutrition bars. The Whole Nutrition Bar market growth is driven by three societal consumer influences:

1. Health/Wellness Consciousness 2. Dieting 3. More Active Lifestyles

1.5.1 Health/Wellness Consciousness Americans have a growing realization of the link between diet and exercise and its impact on overall health. While 90% think they eat relatively healthy, a growing percentage of Americans are suffering from obesity (30%) to diabetes (20%) to heart disease (25% of deaths in the U.S). That said, consumers understand the link between diet and health (91%). As America ages, the large number of Baby Boomers means that more people will be paying attention to their health in the next decade - a fact that will have a positive impact on the Whole Nutrition Bar market. To date, roughly half of Whole Nutrition Bar sales have been driven by healthy eating concerns. (US Food & Drug Administration). 1.5.2 Dieting Today, roughly 2 out of 3 U.S adults are overweight and 1 in 3 are obese. This is up from only 15% obese in 1990. That said, only 20% of Americans say they are on a diet, down from a high of 31% in 1991. Dieters are just as busy as everyone else and are in need of reasonable meal alternatives (NPD Group & Harvard School of Public Health). 1.5.3 Active Lifestyles Americans are getting more active. Health club memberships are up about 10% in the past three years to 50MM members. Lighter sports enthusiasts are driving expansion of theme-based running events such as the 5K Color Run and Tough Mudder. That said, the President’s Council on Fitness and Sports Nutrition estimates that only 1 in 3 Americans get the recommended weekly activity levels. 1.6 The Consumer & Target Group Profile 1.6.1 The Consumer Clif Bars have been able to separate LUNA bars from other whole nutrition bars to create a single product with a variety of flavors, nutrients, and features for women only. These women are health-conscious and active. Our campaign is geared at our primary target audience of women ages 18-24, with a secondary audience of 35-54. While according to the SPSS K-means cluster analysis, the Whole Nutrition

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Bars consumers showed the strongest characteristics and represented our core consumer whose behaviors need to be maintained, our primary target audience of women 18-24 presented the most opportunity for growth for this assignment. These consumers are able to make their own purchasing decisions for the first times in their lives and increased marketing could be used in order to influence new purchasing behavior and repeated preference. Our marketing campaign will initiate their purchasing behavior. 1.6.2 Target Profile: Meet Hannah! Hannah is an example of someone within our target market because she displays some behaviors that our consumers would do. She is a very busy individual who is constantly on the go. Hannah also enjoys nutritious snacks that she can easily throw in her bag, allowing her to keep moving throughout the day without interruption. 1.7 Environment Analysis The following section provides an analysis to identify the internal and external elements that can affect LUNA’s performance in the Whole Nutrition Bar Market. Through an environment analysis we will investigate the social, political, environmental, cultural, legal and economic conditions that could affect purchasing behavior, the market and the strategic campaign. The economic environment will potentially determine budgetary and business conditions in the environment. The political and legal environment involves matters of the government and law, which can affect how the company operates, its costs, and the demand of the product . The Social and Cultural Environment anticipates changes and potential influences that will impact product usage for our target audiences. 1.7.1 Social As a result of being apart of Clif Bar & Company, LUNA believes in sustaining our community, which has a positive impact on the community’s likeness and loyalty to our brand. The company donates 1% of all product revenue to organizations that benefit social, cultural, and environmental needs like their main charity the Breast Cancer Fund. LUNA strives to have a strong, positive representation in the community by running an event called LUNAFEST and sponsoring Team LUNA Chix. LUNAFEST, originated in 2000, connects women through film. The event is a traveling film festival, consisting of work from several talented female filmmakers. All of the proceeds are donated to charity, mainly focusing on The Breast Cancer Fund. Team LUNA Chix is a program that strives to bring women together through sport and a common cause. LUNA also sells bars that are 70% organic and wrapped in 100% recycled packaging, which is important to both our consumer and the environment. 1.7.2 Political Although GMOs have not been scientifically proven to harm the physical body, the product target audience’s perception of GMOs is generally negative. Because the TA generally perceives them as living a more health-conscious and natural lifestyle, LUNA has made steps to eliminate

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GMOs from their products. GMOs, or genetically modified organisms, are organisms (plant or animal) whose genetic material has been altered using genetic engineering techniques. These organisms are altered to reduce costs, increase produce shelf time and many more. This has become an issue among those who are more consciously aware of the origin of their food and thus has created a speculation among the population regarding whether or not these foods are safe to consume. Brands within the Whole Nutrition Bar category need to be careful when marketing their food as GMO free or not. Since these brands are categorized as whole nutrition bars, it is important not to seem hypocritical or contradictory to their wholesomeness. 1.7.3 Environmental The issue of sustainability plays an important role for many consumers when making purchasing decisions. In the case of whole nutrition bars, the individual wrapping and use of extra material can sometimes present a negative connotations for those who are more consciously aware of the environment. LUNA has decided to combat this issue by making their product wrapping upcyclable. Reiner Pilz of Pilz GmbH first coined the term “upcycling” during an interview in 1994. It is also known as creative reuse and is the process of transforming by-products, waste materials, and useless and/or unwanted products into new materials or products of better quality or for better environmental value. In an extra initiative, LUNA is also currently working with their suppliers to create new materials that will not only serve the purpose of wrapping, but also be more environmentally friendly. 1.7.4 Cultural According to Euromonitor, Forbes Magazine states that Global Sales of healthy food products are estimated to reach one trillion dollars by 2017. As society begins to encourage healthier eating and physical activity, women are starting to look for better ways to maintain a healthy lifestyle. By doing so, women are engaging in wholesome activities and making beneficial choices in order to achieve a healthy lifestyle. These women have created a trend of wanting to put the best in their bodies. As a result, LUNA has created a Whole Nutrition Bar with natural and organic ingredients. As our target’s need for healthier foods increases, LUNA has produced a bar for females that embraces strength along with a healthy lifestyle. This bar, which is made strictly for women has had a positive impact on the female population and encourages active and healthy behaviors. LUNA creates various social organizations that create brand loyalty by supporting Healthy Child Healthy World and The Breast Cancer Fund. They also maintain loyalty through LUNAfest, a traveling film festival for award-winning short films made by and about women. Each of these film screenings raises awareness and money for the Breast cancer Fund. Team LUNA Chix brings together women who may be interested in learning new sports and staying active. These women train and compete together while raising money for the Breast Cancer Fund.

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1.7.5 Legal With the United States having the highest rate of obese and overweight Americans, consumers are more concerned with being active and health-conscious. As a result, there is an increased attention to organic labels on whole nutrition bars. In order for a bar to be considered organic they must have organic certifications, which means 95% of the ingredients must be organically grown and 5% must be non-organic ingredients that have been approved by the US Department of Agriculture. LUNA Bars are organically certified by Quality Assurance International and credited by the United States Drug and Food Administration, Canadian Organic Regime, European Recognition Programme, and Ecocert of Japan. As certifications are extremely important to the company and its customers, LUNA follows strict rules to be given proper certifications. 1.7.6 Economic LUNA is considered one of the more expensive and smaller bars in the Whole Nutrition Bar category. Priced at about $14.95-$18.75 for a box of twelve to fifteen on clifbarstore.com. In general, an increase in the market value of goods and services could impact the Whole Nutrition Bar category. Although our customers realize organic is more expensive, a decrease of income or inability to purchase these expensive bars could result in a decrease in sales of LUNA bars.

2.0 S.W.O.T. ANALYSIS. S.W.O.T. analysis is a tool that allows marketing communications specialists to organize, evaluate and reduce data related to a product and product market collected during the initial stages of a campaign proposal. S.W.O.T. stands for strengths, weaknesses, opportunities and threats. Strengths are data points that are positive internally and promote our advantages over the competition. Weaknesses are data points that are negative internally and are characteristics of our product that we need to demote or change. Opportunities are data points that are positive externally and provide the chance to excel over the competitor. Threats are data points that are negative externally that we need to offset and neutralize. An undecided category can also be used when first passing through the data. They enable both the client and the agency to view the environment and related factors on a large scale and ultimately, paint a broad view of where the product/service fits within the category. The chart below analyzes LUNA’s strengths and weaknesses, as well as its opportunities and threats within the Whole Nutrition Bar market. The analysis was created to help us better discover the most valuable way to benefit the LUNA brand. 2.1 S.W.O.T Chart

2.1.1 Strengths Characteristics that differentiate LUNA bars from other Whole Nutrition Bars in a positive way.

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(An internal positive characteristic that is controllable and provides a benefit for LUNA if maintained)

1) Owned by Clif Bar & Company, a successful Whole Nutrition Bar producer. 2) Their parent company, Clif Bar, provide them access to resources 3) First bar to be positioned directly at females 4) Commitment to the community: Partnership with The Breast Fund Group 5) Product Portfolio: Main Line & Protein 6) Gluten Free 7) The LUNA Protein Bar contains zero trans fats and does not contain artificial flavors, preservatives, hydrogenated oils or any genetically engineered ingredients. 8) These bars are fit for a hectic woman’s lifestyle 9) Encourage women to celebrate being a woman and embracing their individuality and strength 10) Catering specifically for women's needs, the bar is 70% organic and offers the vitamins and nutrients that women need the most for day to day activities. 11) LUNA has been so successful in its specificity that the brand now covers nutritional drinks, protein bars, and even a women's film festival. 12) LUNA is the #1 functional nutrition brand in the national and grocery channels. 13) LUNA’s athletic team, Team LUNA Chix, as well as its female filmmaker event, LUNAfest, contributes to the community in a positive way. 14) The bars include the 4 main nutrients that women need on a day-to-day basis.

- calcium, vitamin D, Iron, Folic Acid 15) LUNA bars have no artificial colors, flavors or preservatives, whereas some competitors feature less natural ingredients in their products

2.1.2 Weaknesses (An internal negative characteristic that is controllable and provides a disadvantage for LUNA if maintained)

Characteristics that differentiate LUNA bars from other Whole Nutrition Bars in a negative way. 1) Little advertising and low awareness compared to competitors and in general 2) Weak media mix 3) Women who are not active believe that LUNA bars are not for them 4) Has weak social media presence 5) Has less market share than other competitors 6) Doesn’t have a wide product breadth like competitors 7) Limited initiatives in other markets 8) Distribution locations and channels are not as extensive as competitors

2.1.3 Characteristics that give LUNA the chance to grow within the industry.

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Opportunities (An external positive characteristic occurring in the environment that provides a benefit for LUNA if leveraged)

1) Consumers are unaware that LUNA is positioned as a female bar 2) A wide range of consumers now purchase Whole Nutrition Bars regularly not only to satisfy immediate hunger but also because they are perceived as a source of nutrients or as a healthy mini-meal 3) Whole Nutrition Bar sales have increased in reaction, as consumers perceive these as healthier options to the more traditional bars. 4) Brand loyalty opportunities when partnering with Healthy Child Healthy World and The Breast Cancer Fund. 5) Objective is making sure LUNA optimizes its digital ad spend by helping it target three audiences: Women’s Health readers who shop at Whole Foods Market; pregnant women and young mothers; and active-athletes types. 6) Increase in loyalty the more social events LUNA has:

- LUNAfest, Team LUNA Chix 7) Have ability to expand into new markets they have not penetrated yet 8) Manufacturers must also be increasingly transparent about the contents of their bars in order for knowledgeable and health-conscious consumers to trust their brand and their product. 9) Within the first year LUNA launched, LUNA bars became the No. 1 Whole Nutrition Bar with a 17% market share. However, now they have dropped down to #5 and need to regain market share without growing the category 10) To stay competitive in the market, manufacturers must focus on products that center on one particular attribute and provide a healthy way to fulfill the consumers' needs. 11) Whole Nutrition Bars are gaining popularity over the granola and breakfast bar category

2.1.4 Threats (An external negative characteristic occurring in the environment that provides a disadvantage for LUNA if left unaccounted for)

Characteristics that jeopardize LUNA’s chance to grow within the industry. 1) Whole Nutrition Bar category is completely saturated, as in there are high levels of competition and a large amount of competitive brands featuring parity products. 2) Cereal and granola bars growth 3) Congested and confusing store shelving 4) Other bars targeted for women with better advertising than LUNA 5) Whole Nutrition Bars were originally marketed to serious athletes 6) Concern that consumption of nutrition bars may lead to unhealthy dietary patterns and contribute to obesity risk has been raised, but few studies have addressed this issue.

2.1.5 Unknown 1) Although LUNA’s Whole Nutrition Bars were considered trailblazers

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when they first debuted, the women-oriented brand was a self-admitted laggard when it came to social media marketing.

2.2 S.W.O.T Prioritization After gathering the Strengths, Weaknesses, Opportunities and Threats, we reduced the data with a prioritization method that looked at the damage, benefit, cost and time associated with each data point. Each characteristics was given a score from one to three, one being a low impact and three being a high impact. The scores were summed together with the lowest score possible being a 3 and the highest score possible being a 9. A detailed chart containing the prioritization ranking can be found in the appendix as Figure 3.0. The data points that are coded with red represent the highest tiered score, then proceeded by the color blue and finally yellow. 2.2.1 Remaining Characteristics Due to the high volume of prioritized variables, similar characteristics were condensed to achieve overarching goals. The characteristics that were classified as weaknesses were prioritized because of they outnumbered the amount of weakness, revealing itself as a greater threat to be fixed. 2.3 Prioritized Issues Through our S.W.O.T. analysis we have been able to prioritize the advantages and disadvantages LUNA faces within the market and product category. By distinguishing these attributes, LUNA will be able to focus on a reduced and prioritized action set to address the most pressing issues. By gathering information and then assigning each piece a corresponding number of importance, we are able to create clearly defined objectives and narrow in our focus in order to create a successful and effective campaign. Below contains the Reduced Action Set derived from the Prioritized S.W.O.T. analysis:

1.) The Whole Nutrition Bar category includes several brands and has attributed to mass amounts of competitors, which has added to the decrease in LUNA’s market share, therefore Top of Mind Awareness needs to be captured.

2.) The decrease in LUNA’s market share will be addressed throughout the 6-month campaign in hopes to increase market share without growing the category.

3.) Consumers are unaware that LUNA is positioned as a female bar and its benefits. 4.) Provide simple and clear messaging in channels of distribution where the product is

congested and confusing on the shelves for marketing department following campaign. 5.) Increase media mix due to low advertising compared to competition.

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3.0 CAMPAIGN OBJECTIVES

The following section includes marketing and advertising objectives that the campaign will focus on and how each will be measured. A timeline of the campaign with a detailed breakdown of benchmarks and specific vehicles of communication are listed below as well. The campaign is designed to modify the purchasing behavior our primary target group of women ages 18-24, resulting in the switching to LUNA. 3.1 Marketing Objective 1 The decrease in LUNA’s market share will be addressed throughout the 6-month campaign in hopes to increase market share without growing the category. The target group for the campaign, women ages 18-24, is a target audience LUNA has not previously engaged with. Focusing marketing efforts on this uncaptured group can increase LUNA sales and result in competitor’s loss of sales that would then see a decline in market share. The modification of purchasing behavior aims to achieve brand switching amongst the target audience. From 2013 to 2014, KIND increased their share by 4.3 while the remainder of the industry declined. During the 6-month campaign, LUNA aims to increase their share by half of KIND’s yearly performance, and increase their share by 2.0 points for a total of 16.8 share points. This will be measured at the end of the campaign using MINTEL data. 3.2 Advertising Objective 1 The Whole Nutrition Bar category includes several brands and has attributed to mass amounts of competitors, which has added to the decrease in LUNA’s market share, therefore Top of Mind Awareness needs to be captured. The objective is to increase awareness to be measured by Top of Mind Awareness amongst our target group of women ages 18 to 24 years of age during the campaign timeframe, beginning on May 1, 2016 through October 31, 2016. This objective will be measured four times over two quarters spanning 6 months, section 1 including May and June, Section 2 including July, Section 3 including August and Section 4 will include September and October to ensure an increase in awareness and success of our campaign. Awareness is the first action needed to result in modified purchasing decisions. A ratio was calculated to determine how many consumers had to be aware of the product to develop a purchasing preference. The ratio was determined by dividing the LUNA’s market share by the category market share to receive LUNA’s percent of the category’s market share (16.8%). Out of every 100 consumers in the Whole Nutrition Bar category, approximately 16 prefer LUNA Bars, which can be broken

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down to: out of every 25 consumers, 4 prefer LUNA Bars. The square root was taken to find the ratio, which is: for every 5 that are aware of the brand, 2 prefer LUNA. Using market data it can be inferred the trial purchase ratio would be 3.

5 Aware 3 Trial Purchase 2 Preference

The chart below is a tool used in the campaign to identify a value for the variable, awareness, by the end of the campaign. By using the ratio 5:3:2, a ceiling value of 87 was set based on the percentage of trial purchases from the product category. The floor value of 5 was set based on the lowest trial purchased of the closest competitor. The value 41 represents the middle value. The trial purchase ratio of 3:2 is applied to the middle value of 41 to equal 27. Next, the ratio between awareness and preference (5:2) is calculated with the value 27 to determine the end value of 67.5.

Figure 4.0 provides a step-by-step procedure used to set the end value of 67.5 as the awareness level at the end of the campaign

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3.3 Advertising Objective 2 Consumers are unaware that LUNA is positioned as a female bar, therefore advertising will reinforce positioning. While Top of Mind Awareness is the first advertising objective, making the target group of females 18-24 aware of the brand’s positioning statement will be included in marketing campaign. This awareness level will be measured using the same beginning and end values in figure 4.0 in section 3.1 Objective 1. LUNA’s positioning as a female bar is one of the most significant of the whole nutrition bar category, which differentiates it amongst our competition and will be leveraged. 3.4 Advertising Objective 3 Due to the lack of media compared to competition, a diversification and implementation of new mediums will be added to the media mix. The overall marketing campaign will increase awareness through a developed media plan consisting of different mediums listed in section 3.6. The media mix will be measured by GRPS following each month and at the end of the six months. 3.5 Marketing Communication Objectives Implementation Throughout the course of the yearlong marketing campaign, our creative strategy will stretch across four mediums including traditional and nontraditional advertising. All creative strategies will parallel uniformity across the different mediums. These objectives were set to formally state what is to be accomplished by the campaign for LUNA. 3.5.1 Digital and Social Advertisements will be featured online and in mobile apps for websites most commonly used by our primary target audience. These sites include Pinterest, Facebook, SnapChat and Instagram. An extended version of our commercial will also be featured on Publisher Sites such as Hulu and YouTube. 3.5.2 Television Overall theme of advertising campaign will carry over to a 30 second television spot to be aired on channels with high female viewership. 3.5.3 Print Similarly to online and social media engagement, advertising strategies will utilize magazines targeted towards women. These magazines include but are not limited to Cosmo, InStyle, Elle and People. 3.5.4 In-Store Advertising Within the nutrition bar category, LUNA competes against several popular brands, including, Kind, LÅRABAR, PowerBar, and Kashi. When sold in stores, all competing companies have their product in the same general area, keeping it hard for LUNA to stand out. In-Store

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advertising will allow us to better reach our audience while straying away from the competitors LUNA is constantly surrounded by.

4.0 CAMPAIGN TIMELINE

In this section we have provided a four-section timeline for six-month marketing campaign starting in May that will take place during Quarter 1 and 2. Section 1 will include May and June, Section 2 will include July, Section 3 will include August, and Section 4 will include September and October. Over these four sections we will use traditional and nontraditional media to reach our target audience as the year progresses. We have also provided a consistent benchmark revealing how we will measure each section over the 2 quarters.

Figure 5.0 includes the timeline of the campaign with benchmarks, equal intervals and

successive approximation 4.1 Successive Approximation After establishing the beginning value of 14 and the end value of 67.5, each benchmark consistently increases by 13. This strategy was used to avoid a RAMP problem where demand of our product is greater than the supply.

4.2 Section Techniques Below include specific objectives for each quarter of the campaign. 4.2.1 Section 1 (S1) Techniques: May & June

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Objectives: For the Month of May we will launch 50% of our campaign by advertising through Spot Cable Television Channels like Lifetime, Oxygen, and Bravo, which are TV channels that our target views the most. We will also use Digital Spots like social and mobile sites that our target audience are most likely to use such as Facebook Instagram, Twitter, which are easily accessible to our target. Publisher Video Sites like YouTube will be used in order to keep up product awareness and repetition in our target’s mind. During the Month of June we will launch 100% of our campaign by increasing our usage of Spot Cable and advertising during Prime Time on TV. By using Prime Time TV we have a higher chance of being seen by our target. We will increase our social and mobile Impressions and add advertising on Publisher sites like Buzzfeed, PlayBuzz, and Huffington Post as they are popular sites used by our target. We will also add the usage of Magazines directed towards Women like Cosmopolitan, People, Glamour, and Women’s Health Magazine. Use of Magazines allows LUNA the potential to be seen by women who are not users of our product. We will be able to create awareness with women who do not eat LUNA bars, and maintain awareness with our heavier and loyal customers. We plan to utilize these mediums during section one in order to increase awareness with our target audience.

Action Cut Offs: (+-5) 4.2.2 Section 2 (S2) Techniques: July Objectives: The month of July will be a repetition of the month of June with a continuation of a 100% usage of our mediums. During this first wave of pulse we will use Television commercials, Digital Ads, and Magazines, which will maintain consistent awareness with our target audience while promoting LUNA as a whole nutrition bar for women. Advertisements will inspire and motivate women to go outside and enjoy the outdoors while you’re exercising.

Action Cut Offs (+-5) 4.2.3 Section 3 (S3) Techniques: August Objectives: We will continue with 30 second TV Spot commercials during prime time, on channels with high female viewership, along with Publisher, Social , and Mobile sites, and Magazines with high female viewership. Continuing with 100% advertising through these mediums will help us to maintain a consistent awareness with women ages 18-24.

Action Cut Offs (+-5) 4.2.4 Section 4 (S4) Techniques: September & October Objectives: During the month of September we will decrease our usage of certain mediums to 75%. We still want to remain in our target’s minds even though school will be starting so we will bring back in store pulsing during this time. We will maintain the same amount of Spot TV Prime and decrease our usage of Digital Spot and Media in Magazines. We will take away TV Spot Cable that was applied during the months of May, June, July, and August and add Digital National Advertisements on Publisher video sites and Video Networks like YouTube, Pandora, Spotify, and Hulu. Management Spot Cable, Digital Spot, and Publisher Video Sites will

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decrease even more for the month of October. We will handle 50% during this month to close out the last section of our campaign.

Action Cut Offs (+-5) 4.3 Contingency Plans The following section includes the plan we will execute in order to deal with a crisis. With a contingency budget of $5,000,000, our contingency plan will include how we will fix and deal with a problem that may arise. In the case of contamination, unacceptably low awareness, or awareness levels that are too high, we have provided the framework for dealing with each crisis. 4.3.1 Contamination Plan If LUNA were to become contaminated at any point throughout the campaign, all products would be recalled and removed from the shelves immediately. Production would halt until the issue was corrected. LUNA would remain transparent with consumers and launch an online campaign addressing the safety concerns and actions look to achieve the resolution. In store promotions would aid the new launch of the product and provide consumers with coupons to apologize for the inconvenience. In case of contamination, we will dedicate $490,000 of our contingency budget to this plan. 4.3.2 Unacceptable awareness levels reached by end of promotion If LUNA had not reached the necessary levels of awareness by the allotted time, we would have to reevaluate our campaign plan and distinguish points that needed necessary improvement. If we are off by a certain amount of awareness, awareness must be added to achieve the objective. Using our advertising budget, we would reallocate funds from mediums that were unsuccessful to either new initiatives or successful mediums. For this plan we will allocate $455,000 from our budget to this plan. 4.3.3 Awareness levels too high at Benchmark We would remove ads and reevaluate the amount spent on advertising. Then, there would be action to adjust funds and reallocate them to a more effective and necessary cause. We will also allocate $455,00 to this plan.

5.0 MULTI – ATTRIBUTE MODEL (MAM): Message Design and Positioning Guidelines

The Multi-Attribute Model (MAM) is a tool used by marketing communications professionals that assist us in making a decision regarding a product campaign. It gives direction to the message design of a specific campaign and enables us to evaluate and make a comparison among products and services within a category. The MAM model acts as a secondary tool to inform the creative process, not dictate it. Essentially, it is a tool that assists agencies in the creation what to say in a campaign.

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5.1 Survey Method We utilized two surveys to gather our MAM results. The population we collected information from was a convenient sample rather than a true population. We were limited to a convenient sample for a number of reasons such as time and limited access to survey recipients. Although we take into account that our survey results are based off a small-scale, convenient population, we believe that the populations is reflective of a true random sample on a larger scale. These results taken from our convenient population give us enough data to project how a full-scale population thinks and operates regarding the product. 5.2 First MAM Survey N = 95 Our first survey focused on obtaining the initial information and research needed to create our MAM model. The goal of the surveys conducted was to gage how our convenient sample perceives our brand by itself and also in relation to other product competitors. We created a survey utilizing Penn State Qualtrics and gathered responses via convenient sample by posting the survey link on our various social media groups and platforms. Our first survey posed three open-ended questions to a convenient sample of 95 participants. The questions are as follows:

1) What brands come to mind when you think of Whole Nutrition Bars? 2) Name your top 3 most important qualities that you look for in a Whole Nutrition

Bar: 3) What 3 factors do you take into consideration when you purchase Whole Nutrition

Bars? We decided to leave the first survey open-ended and unaided so we could gather a correct representation of initial perceptions regarding our product with little to no bias. We did not include the name of the brand we were representing to further support an unbiased response. We asked these three questions to gage which brands warrant the most popularity and TOMA in the market as well as features that are important in both product and purchase consideration. We allowed the survey to be active for the duration of 5 days and then reviewed the results. Responses for question 1 -Clif (28%) -LUNA (14%) -Kellogg’s (3%) -Powerbar (3%) -Nature Valley (7%)

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-Kind (14%) -Quest (12%) -Kashi (4%) -Nutrigrain (5%) -Fiber 1 (1%) -Special K (3%) -Probar (3%) -Think Thin (3%) Responses for question 2 -Fiber (4%) -Taste (16%) -Protein (17%) -Calories (13%) -Nutritional Value (10%) -Chocolate (2%) -Sugar (12%) -Size (5%) -Ingredients (5%) -Energy Benefit (4%) -Nuts (4%) -Moist (1%) -Carbs (6%) -Looks Good (1%) Responses for question 3 -Price (22%) -Taste (19%) -Size (5%) -Calories (13%) -Sugar (6%) -Nutrition (4%) -Packaging (10%) -Convenience (1%) -Reputation (7%) -Health Benefit (5%) -Ingredients (3%) -Fat (2%) -Carbs (2%) -Gluten Content (1%)

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From the responses we are now aware that LUNA Bars (14%), Clif Bars (28%), Kind Bars (14%), Quest Bars (12%) and Nature Valley (7%) bars have the most T.O.M.A. among our convenient sample. The 5 most important product attributes in a desired Whole Nutrition Bar are: protein content (17%), taste (16%), caloric amount (13%), sugar content (12%) and nutritional value (10%). When actually making a purchasing decision regarding nutrition bars, potential consumers consider the price (22%), the taste (19%), caloric amount (13%), the design and packaging (10%) and the reputation of the brand (7%). We created our second survey based off these responses and with these brands in mind. 5.3 Second MAM Survey N = 43 Our second survey incorporated the information we gathered from the first and its aim was to gather more specific information with more pointed questions. The goal was to narrow down consumer thoughts regarding certain popular attributes and how they relate to each brand. These attributes were taken from our first survey due to the frequency they were repeated among our convenient sample. We also asked questions regarding brand preference, prior knowledge of brand reputations and price points. The goal was to distinguish how our brand, LUNA, compares against competitors and desired product characteristics. From this survey, we gathered 43 responses and in turn were able to understand more about our product market and the key factors within it. Our survey was comprised of 11 questions ranging from multiple choice, fill in the blank, ranking and matrix style questions. The questions are as follows:

1) Rate each of the following brands on a scale of 1 to 10 according to how well you believe each performs in the following areas:

TASTE


AMOUNT OF PROTEIN


AMOUNT OF CALORIES


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AMOUNT OF SUGAR


NUTRITIONAL VALUE


PRICE

7) How would your ideal Whole Nutrition Bar rate on each of the following attributes. (1 = very low, 5 = average, 10 = very high)

8) Rate each attribute according to its importance in your selection of Whole Nutrition Bars (1 = not important, 5 =average, 10 = very important) 9) Rank how appealing each packaging is from 1 to 5 (1 being the most appealing, 5 being the least appealing) 10) Rank in order from 1 to 5 which brand you perceive to have the best reputation (1 being highest reputation, 5 being lowest) 11) Indicate the amount of money you would be willing to spend for a Whole Nutrition Bar that meets your expectations: Again, we created this survey using Penn State Qualtrics and posted the link online to prompt those in our social media database to take it. We allowed the survey to be live for two days and gathered a total of 43 responses derived from a convenient sample. We then ran a cross tabulation of our results and gathered the initial report, which is automatically compiled by Qualtrics. We examined these results and put them into perspective keeping our objectives and end goals in mind. Our survey results proved to be extremely conclusive and provided us with a wealth of information. 5.4 Survey Findings According to our first survey, taste, protein amount, brand reputation, caloric amount, price and amount of sugar are the 6 factors most considered when our customers purchase a Whole Nutrition Bar. From our second survey we gathered that these aspects fall into this order of importance:

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Most important: Taste - 8.05 Caloric Value - 6.98 Amount of Sugar - 6.79 Amount of Protein - 6.60 Price - 6.19

Least important: Brand Reputation - 5.19 For each of the attributes, we asked individualized questions to see how top competitors performed in each area. The results are based on perceptions of how well brands fare within each attribute category as opposed to actual nutritional amounts. LUNA Bar - highest ranked in taste Quest - highest ranked in protein amount Clif - best amount of calories Kind - highest ranked in sugar amount Quest - best nutritional value Nature Valley - best price ● In terms of taste, LUNA bar performed the best with Quest bar following in second, then

Nature Valley, then Kind Bar and finally, Clif Bar. ● For amount of protein, Quest reigned supreme followed by Clif bar, Kind, LUNA and

Nature Valley. ● For perceived amount of calories, Quest performed the best followed by Kind, LUNA,

Clif and Nature Valley. ● For perceived amount of sugar, Quest bar performed well, followed by Kind, LUNA, Clif

and finally, Nature Valley. ● For price, Quest was perceived to have the best price followed by Nature Valley, Kind,

LUNA and Clif. ● The average amount our convenient sample would be willing to pay for a bar that meets

all their needs is $2.44. We also asked questions regarding packaging and which product they perceived as to having the best brand reputation.

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Most Appealing Packaging Kind Clif LUNA, Nature Valley Quest Best Perceived Brand Reputation Nature Valley Clif Kind Quest LUNA 5.4 Brand Positioning Tool Featured below:

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5.5 Line by Line Analysis A Line by Line Analysis is a tool that is created and utilized after the completion of the brand positioning tool has been created. It examines the brand and its competitors against each attribute, one step at a time. This in turn distinguishes how the brand in question performs as compared to the “ideal” product and the next closest competitor brand to the ideal. It identifies which characteristics certain brands perform well in as compared to the ideal. By evaluating these relationships on each scale, we are able to differentiate each brand’s performance. Message point suggestions can be created through this analysis. Taste was the highest rated attribute and therefore, it fell highest on both the attribute and ideal scale. The brand that most closely reached the “ideal” taste was LUNA followed by Quest, Nature Valley, Kind and finally, Clif. Calories fell second on the attribute scale and ranked relatively low on the ideal scale. The closest brand to “ideal” amount of calories was Nature Valley, followed by Clif, then LUNA, then Kind, then Quest. For amount of sugar, Nature Valley was most closely matched up to the “ideal” followed by Clif, LUNA, Kind and Quest. For amount of protein, the ideal ranked near the middle and LUNA fell closest to this attribute followed by Kind, Clif and Quest. Nature Valley trailed the furthest behind. For price, the ideal price was understandably low and Clif most closely matched up to that followed by LUNA, Kind, Nature Valley and Quest. For brand reputation, Quest matched up most closely followed by Kind, Clif, Nature Valley and finally, LUNA.

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Overall, consumers are looking for a high-quality, reasonably priced Whole Nutrition bar. When comparing this “ideal” to top competitors in the marketplace against LUNA, LUNA and Nature Valley most closely resembled the “ideal” bar in two categories each. Clif and Kind both came in first in one category and Quest did not place first near the ideal. LUNA, if not first, was usually perceived to be “second best” as compared to the ideal and only on one instance did the brand come in last--brand reputation. This is understandable as many people are unaware of LUNA and their branding. This is what we hope to change. 5.6 Message Recommendation Based on the results we have gathered, we will position LUNA as the nutritious option for those on the go. Specifically, we will capitalize on LUNA’s highest ranking taste profile which is the attribute our consumers are most concerned about. Through the research conducted we have made the decision to specifically promote LUNA’s protein bar line, which contains 12g of protein and only 170 calories per bar. This is roughly 50 calories less than the average leading protein competitor. LUNA ranked the lowest amongst the competition in perceptions of protein. By pushing LUNA’s protein line, we will not only be addressing taste, protein value and caloric value, but also expanding knowledge of LUNA’s product breadth and increasing reach and frequency among our target audience. By utilizing a diverse and constant advertising media mix, we hope to increase awareness of not only our product and brand, but also of the specifically mentioned attributes we are trying to promote. LUNA’s promotional initiatives have been weak in the past but we are hoping that by creating a full fledged campaign regarding the protein line, people will begin to see that even though the product is relatively new to the category, LUNA is still a force to be reckoned with. LUNA Protein embodies many of the specific characteristics and benefits our target audience is looking for in a Whole Nutrition Bar and therefore we believe focusing our efforts towards it will prove to be fruitful in the end. Although LUNA Protein is a separate line within the LUNA brand, it continues to hold the same values the company embodies. Putting an emphasis on LUNA Protein will not only benefit the individual line, but will benefit the company as a whole. Overall, LUNA’s protein product line will essentially become “A Healthy and Delicious Addition to a Well Balanced Diet”. This positioning message will become the cornerstone of our campaign as it will give the product value in the mind of the consumer by emphasizing an important attribute many of our target audience looks for in an ideal Whole Nutrition Bar; protein and taste.

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6.0 BUDGET ALLOCATIONS 6.1 Budget Overview The budget for this promotional campaign is $25 million with an added $5 million for a contingency budget. Therefore, the overall budget will be $30 million. We have decided to allocate this budget based on what we feel will be most beneficial to the success of the LUNA bar company. The campaign will begin in May and last through the summer months. The conclusion of the campaign will occur at the end of October. We have chosen these months to capitalize on the product’s seasonality. LUNA promotes an image of an active, outdoor lifestyle. We plan to market most heavily during the warmer months where our target audience is more inclined to participate in outdoor activities. Therefore, our budget will be broke allocated between Q1(52.6% of budget) and Q2 (47.4% of budget) with a slightly heavier emphasis on Q1. 6.2 Section Breakdown The budget will be broken down into four sections during Q1 and Q2. Figure 6.1 below illustrates the two quarters spanning 6 months, with section 1 including May and June, Section 2 including July, Section 3 including August and Section 4 including September and October. This breakdown is used to ensure an increase in awareness and success of our campaign.

Figure 6.1 illustrates how the campaign will be broken down into four sections to allocate the

budget.

Section 1 occurs throughout the months of May and June. These months will essentially launch the campaign. Throughout the month of May, we have allocated a target amount of 50 for reach, 3 for frequency and 150 GRPs. This accumulates to a 10.5% share of our total budget or $2,625,000. The idea behind this is that we will be easing our campaign into its beginning phases. We wanted to be conservative with the amount of effort and financial resources implemented during the first month as we will gradually build upon this throughout the coming months of the campaign. Another insight to approach the strategy in this manner is that as we ease into the summer months, there is a lot of transition and movement within the marketplace as

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products and consumers are switching focus from cold-weather products to summer products. We are easing the campaign launch in May to stagger product awareness and hopefully create more awareness later in Q1. June, July and August are identical in budget and target amount allocation. All three months warrant target amounts of 100 in reach, 3 in frequency and 300 in GRPs. This translates to a 21.1% share of the total budget and resources allocated or $5,275,000. These months are identical as this is when we plan to fully exhaust our campaign efforts and initiatives. These months are also when our target audience is most active in the outdoor space, mirroring the goals of our product positioning. This strategy is put in place to ensure that LUNA is continuing to capitalize on the product’s peak niche months, which are the summer months associated most with outdoor activity. We are continuing our peak initiative into the first month of Q2, August, because we felt the campaign should be fully exhausted for 3 months instead of a mere 2 in order to ensure we are generating as much reach and frequency as possible. Section 4 includes the months of September and October. This Section represents the denouement of our campaign initiatives with values and target numbers trending in an opposite direction as Section 1, 2 and 3. September will experience a decrease in budget allocation and target amounts. This is because we plan to conclude our campaign initiatives at the end of Q2 (October). Target numbers include 75 for reach, 3 for frequency and 225 in GRPs. This translates to a 15.8% share of our total budget and a monetary value of $3,950,000. We are scaling back our resources to parallel the eventual conclusion during the final month which will occur in October. At the end of this month, benchmarked goals and campaign objectives will be reviewed and contingency plans will be initiated as needed during the final month. Finally, October will be the last push of our campaign before its conclusion at the end of the month. We will be concluding campaign efforts that match those of our beginning initiatives in May. The strategy behind this is that we wanted to begin and end on the platform as to monitor and compare just how effective our campaign was throughout its implementation from start to finish. Throughout the month of October, just as we did in May, we have allocated a target amount of 50 for reach, 3 for frequency and 150 GRPs. This accumulates to a 10.5% share of our total budget or $2,625,000. This will be our campaign’s final month as it represents the end of the peak outdoor season for our target audiences. We also felt that as the winter months began, the marketplace becomes diluted with products geared towards holiday marketing. It would be unwise to try and market a product positioned for warmer months during a time reserved for products tailored to the holiday seasons. Overall, we believe this allocation of our resources and monetary funds will best serve LUNA in both the long and short term by increasing both product awareness and sales throughout the

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duration of the campaign and even after its conclusion. Each month and Section is tailored to reflect the achievement of the target amounts as well as campaign objectives as a whole. Campaign variables will be monitored throughout the process to ensure we are meeting expectation and goals. Periodically, campaign success will be assessed to ensure the campaign is performing desirably and actions will be adjusted as necessary. 6.3 Geographical Breakdown Geographically, we will be focusing our campaign among 5 of the 10 densest markets in America to utilize as Spot Markets. These cities are as follows:

● Los Angeles, CA, #2/10, 5% of US HH

● Chicago, IL, #3/10, 3.07% of US HH

● Philadelphia, PA, #4/10, 2.61% of US HH

● San Francisco, CA, #6/10, 2.14% of US HH

● Washington D.C., #9/10, 2.05% of US HH The budget will be allocated evenly among each city’s initiative, and will not favor one over the other. We will be implementing equal amounts of target reach, frequency and financial resources for each type of media utilized within each city. The allocation will be equal in all aspects. We believe that establishing Luna’s presence in these areas will benefit sales and raise awareness in both the long and short term. 6.3.1 Geographic Breakdown Rationale Our reasoning for choosing these cities is we want to modifying the buying behavior among our target audiences by increase awareness for our product. By targeting these cities we will begin new engagement amongst our target group in densely populated cities to ensure we are maximizing our efforts in reach and frequency. These cities contain major universities as well as many young, urban professionals living throughout the area. Therefore by targeting these cities, we will be capitalizing on the sheer amount of people located in these areas as well as focusing in on geographic locations where our target audience resides. These specific locations were chosen because we believe they represent a balanced consumer profile throughout all regions of the United States. These cities also are made up of at least 21.7% of young professionals aged 18-34. Therefore having our campaign launch in these cities will maximize our efforts in an effective manner.

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7.0 MEDIA SELECTIONS Below we have provided our choices based on what we think will be the most cost-effective media in order to obtain the expected coverage and exposure for our target. The following media selections outline specifics vehicles and the units. 7.1 May Media Selection For the month of May we will launch with 50% of our commercial and digital advertisements. We plan to advertise Spot Cable through television channels like Lifetime, Oxygen and Bravo, which are all channels that apply to our heavy users. For our Digital Spots we will advertise through mobile and social through our target’s cell phones. Advertisements on Facebook, Instagram, Twitter, and the LUNA Blog are ways that we can expand the LUNA product to women ages 18-24. Publisher Video Sites like YouTube. Below are the selections broken down by medium: Television:

Spot Cable: 15 Units Digital: 58 Units

Mobile: 350 Impressions Social: 500 Impressions Publisher Video Sites: 200 Impressions

7.2 June Media Selection During the month of June we will increase our use of advertising to 100% through Television commercials, digital Advertisements, along with an addition to magazines. Usage of channels such as Bravo, TLC and E! during Prime TV broadcasts we will advertise in order to reach the highest number of viewers possible. We consider prime time to be 4:00-8:00PM Monday through Saturday and 7:00PM-11:00PM on Sundays. We will increase our usage of social and mobile impressions to increase awareness with our target, along with adding advertising on publisher sites like Buzzfeed, PlayBuzz, and Huffington Post. We will also advertise in magazines directed towards women specifically. For example, Cosmopolitan, People, Glamour, and Women’s Health. Below are the selections broken down by medium: Television:

Spot Cable: 25 Units Spot TV Prime: 20 Units Network Cable-Prime: 10 Units

Digital: 93 Units

Publisher: 350 Impressions Social: 700 Impressions Mobile: 600 Impressions

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Magazines-Women: 100 Units 7.3 July Media Selection The month of July will be a repeat of the month of June. Throughout this month we will continue to advertise 100% through television commercials, digital ads, and magazines in order to maintain awareness consistently with our target audience. Below are the selections broken down by medium: Television:

Spot Cable: 25 Units Spot Prime: 20 Units Network Cable-Prime: 10 Units

Digital: 93 Units


Magazines-Women: 100 Units 7.4 August Media Selection The month of August will be a repetition of the month of June and July. We will continue to use 100% of our media through television commercials, digital ads, and magazines in order to maintain awareness consistently with our target audience. Below are the selections broken down by medium:

Television:

Spot Cable: 25 Units Spot Prime: 20 Units Network Cable-Prime: 10 Units

Digital: 93 Units


Magazines-Women: 100 Units

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7.5 September Media Selection During the month of September we will decrease our usage of certain mediums to 75%. We still want to create an awareness within our target, however we do not feel that we need to advertise 100% as it will be getting colder and school will be starting. Therefore, Spot TV Prime will remain consistent but we will decrease the use of Digital Spots and media in Magazines. During this month we have chosen to add Digital National Advertisements on Publisher video sites and Video Networks like YouTube, Pandora, Spotify, and Hulu. Below are the selections broken down by medium: Television:

Spot TV Prime: 20 Units

Digital Spot: 84 Units Social: 650 Impressions Mobile: 450 Impressions Publisher: 350 Impressions Video Networks: 400

Digital National: 2 Unit Publisher Video Sites: 250 Video Networks: 250

Magazines-Women: 75 Units 7.6 October Media Selection We will decrease our media usage even more from the month of September. During the month of October we will repeat the month of May so that we can remain in our target’s minds. We will use his month to close out the last Section of our campaign. Below are the selections broken down by medium: Television:

Spot Cable: 15 Units Digital Spot: 58 Units

Mobile: 350 Impressions Social: 500 Impressions Publisher Video sites: 200 Impressions

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8.0 FINAL MESSAGE DESIGNS The final design of LUNA Protein’s message for this campaign aims to inform consumers of how switching to this Whole Nutrition Bar can provide them with nutritional benefits, along with having a positive, motivating brand by their side. Our advertisements will each include the moon, the products’ high protein and low caloric value, and encouragement to Go Further. The moon is placed in every print ad, as well as the 30-second commercial and its extended version. The addition of the moon shows physical distance from our active women to symbolically convey our message of going further with LUNA Protein. Specifically advertising the LUNA’s protein bar itself allowed us to address the value our consumer’s put on high protein and low caloric value. Since this bar displays more of what consumers are looking for, advertising it directly allows us to inform consumers that LUNA has what they are looking for. Our overall message encourages our target to Go Further with LUNA Protein. Whether it is studying an extra hour or pushing to reach a marathon finish line, we tell our consumer that they can do it with LUNA Protein. In order to convey this message, we displayed different women with personal goals in each of our advertisements. All video content for our campaign displays the women succeeding in all of their challenges. Watching our women succeed allows LUNA to better convey the message that consumers can Go Further with LUNA Protein.

9.0 CREATIVE EXECUTIONS All of the mediums listed below provide a rationale to the effectiveness of each vehicle to reach our campaign’s media goal of increasing awareness to initiate new purchasing behavior amongst females age 18-24. By utilizing different mediums and increasing amounts during the middle of the campaign, awareness of LUNA as a Whole Nutrition Bar will slowly build without cluttering and bombarding consumers. 9.1 Print Ads LUNA motivates women ages 18-24 to reach their goals and full potential on a daily basis. Our target audience enjoys a variety of activities and our print ads will show them that they can Go Further in any activity they choose, with the help of LUNA protein. We also hope to stress to our consumers that LUNA is a bar for women. We developed six print ads each displaying a female character participating in different activities. A female was selected for our campaign because we would like to remind consumers that LUNA is a bar geared towards women. We decided to take advantage of the word Luna and use it to encourage women to go further than they normally would. Combining this idea with how much our consumers value protein, we were to develop a campaign that helps us stand out

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against competitors in the Whole Nutrition Bar Category. The activities being shown were each selected due to their popularity among the target audience and ability to inspire our consumers to maintain a healthy and beneficial lifestyle. With each print ad we chose a different activity performed by Women ages 18-24. We chose both physical and nonphysical activities to stress to our target our decision to position LUNA as a nutrition bar not an energy bar. stress that meeting your goals does not always mean going on a run. We chose to put the moon in the top left corner of each ad because we wanted to represent the moon as the physical distance women can go. This will symbolize our message of going further with LUNA Protein. On each Print Ad our body copy reads, every woman is given the same 24 hours to be their best self. whether it’s acing an exam, beating a mile time, or finding their zen, women can count on LUNA for that extra push. LUNA Protein Bars contain 12% protein and essentials such as Calcium, Folic Acid, Iron, and Vitamin D to provide them with the nutrients they need to success. LUNA helps women reach for the moon and #GoFurther. Visit us at www.lunabar.com. 9.2 30 Second TV Spot LUNA will establish credibility and awareness through 30 second TV spots. While women ages 18-24 continue to challenge themselves and go the distance they want the help of a bar with nutritional value. Our TV commercials will show women that they can achieve their goals with the help of LUNA protein and reinforce our campaign as we begin to tell a digital story on our spot cable channels. Our TV commercial will take our viewers through a woman’s personal challenge. This challenge in particular will be a female completing a race. As the commercial starts viewers will see a moon rise over the sky. The camera will then flash to a LUNA protein bar, and back to the moon moving over the sky. various flashes of the LUNA protein bar being opened and then bitten into. viewers will then see the female runner begin to run. after she finishes her race, she checks her watch to see she has beaten her set goal. Through 30 second TV spots LUNA will effectively establish reach and frequency in a smaller amount of time as we associate a woman beating her personal goal with the help of LUNA protein. We will advertise on networks like Bravo, E!, TLC, and Televised events like The Victoria’s Secret Fashion Show, Grammy’s, and the MTV Awards. 9.3 Extended LUNA will further establish credibility and awareness through an extended version of our 30 second TV spot. Our target group not only likes consuming videos on these sites, they also share relevant posts and videos to their friend network. Placing our content on Publisher sites increases the campaign visibility and tells a longer story at a cheaper cost. While women ages 18-24 continue to challenge themselves and go the distance they want the help of a bar with nutritional value. Our extended version will show various different women completing a personal goal with

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the help of LUNA protein. On Publisher Video Sites like YouTube we will provide an extended version of our TV advertisement. This version will begin the same way LUNA’s 30 second TV spot began, with a female runner eating a LUNA protein bar and beginning her race. We will continue to take you through the personal challenges of not only the female runner, but a female swimmer, female cyclist, and female student. Similar to our Print ads we want to show females completing both the nonphysical and physical activities because our bar is positioned as a nutrition bar not an energy bar. As each female goes through her daily challenge, she passes “the LUNA baton” to next woman encouraging her to keep going. 9.4 Social Media Women ages 18-24 are high users of social media like Instagram, Facebook, and Twitter. With our target audience constantly on their cell phones digital engagement is the largest platform and will be very beneficial to further advertise LUNA as Whole Nutrition Bar. Our demographic spends up to 9 hours a day on social media so to increase impressions of our campaign at a low cost, Instagram will be utilized to generate buzz and have high reach. We will encourage women to post pictures of themselves on social media completing personal goals and #GoFurther. This is a way for consumers to engage and involve themselves with LUNA life in a fun way. We will be encouraging them to eat LUNA protein and share their experience with their friends.

On Snap Chat, LUNA will be advertising to women ages 18-24 to further involve consumers with the LUNA community. We hope that creating a discover icon on SnapChat will create interest to stay in tune with new things happening with LUNA. By viewing the LUNA SnapChat icon, women will be able to receive more information on LUNA protein, see other women who are eating LUNA protein, along with what bars are their favorite, and view what is happening in the LUNA community. 9.5 Mobile Before launching our mobile ad, we will test our ads in focus groups to gage resonance among women ages 18-24. We will maintain consumer awareness to initiate purchase intent by reminding our target that LUNA protein can help you Go Further. Our Mobile Ad will consist of a woman’s silhouette riding a bike. As she moves across the screen a banner will trail the woman’s bike reading #GoFurther with LUNA protein. The success of this advertisement we determine the placement of our content on Publisher Sites like Buzzfeed, Pinterest, Amazon, airbnb, and Facebook.

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9.6 Magazines LUNA maintains awareness in reader’s minds by advertising through magazines directed towards women. This will allow us to ensure segmentation potential in the whole nutrition bar category. Advertising LUNA protein through Magazines like Cosmopolitan, People Magazine, Travel and Leisure, Women’s Health, and Glamour Magazine will help us increase awareness and allow the possibility of new purchasing behavior within our target. These magazines have the highest amount of readership within women ages 18-24.

10.0 MEDIA PLAN The following media plan is on pulsing schedule covering many different mediums and reaching a significant demographic of women ages 18-24. Figure 10.0 provides a visual representation of the media plan during our 6 month campaign. Television and Digital mediums will be utilized throughout all six months and magazines will be utilized in during the four middle month to employ the heavy up tactic.

Figure 10.0 outlines the medium strategy throughout the six month campaign

Below the media strategy, selection process, budget allocations per month and a final assessment are provided. 10.1 Geography We are primarily looking to concentrate our advertising efforts in Los Angeles, CA; Chicago, IL; Philadelphia, PA; San Francisco, CA; Washington D.C where these five cities serve as our spot markets. These cities contain major universities as well as many young, urban professionals living throughout the area. Therefore by targeting these cities, we will be capitalizing on the sheer amount of people located in these areas as well as focusing in on geographic locations where our target audience resides. 10.2 Media Strategy & Selection Process All of the mediums listed below provide a rationale to the effectiveness of each vehicle to reach

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our campaign’s media goal of increasing awareness to initiate new purchasing behavior amongst females age 18-24. By utilizing different mediums and increasing amounts during the middle of the campaign, awareness will slowly build without cluttering and bombarding consumers. 10.2.1 Television Although TV is not the highest reaching vehicle for our target group of females ages 18-24, to reinforce our campaign and begin to tell the digital story our spot cable channels will run advertisements on Bravo and E! as well as during special broadcasts with high female reach such as The Victoria’s Secret fashion show and award shows. 10.2.2 Magazines This media ensures segmentation potential, therefore ensuring that it is limited to the female target audience. The vehicles chosen are Cosmopolitan, People, Glamour and Women’s health. 10.2.3 Digital (Mobile, Social Media & Publisher) Digital engagement amongst our target group is the largest platform with the highest potential reach and lowest cost. 10.2.3.1 Publisher Sites These sites include Buzzfeed, PlayBuzz, HuffPost Live and YouTube. Our target group not only likes consuming videos on these sites, they also share relevant posts and videos to their friend network on social media sites such as Facebook and Twitter. Placing our content on Publisher sites increases the campaign visibility and tells a longer story at a cheaper cost. 10.2.3.2 Social Media On Instagram, women ages 18-24 make up the second highest user demographic with 23% of the sites users according to Quintly Q1 2015 Instagram Study. Our demographic spends up to 9 hours a day on social media so to increase impression of our campaign at a low cost, Instagram will be utilized to generate buzz and have high reach. On Snap Chat, LUNA will be advertising to women ages 18-24 and keeping them updated on LUNA life. By viewing the LUNA SnapChat icon, women will be able to receive more information on LUNA protein, see other women who are eating LUNA protein, along with what bars are their favorite, and view what is happening in the LUNA community. 10.3 Media Budget Allocation Chart by Month The budget for our media plan covers six months with the campaign starting in May and ending in October. The tables below include a breakdown of the National Totals and Spot Totals across different mediums per month. The CPM is based on media that contribute both cost and GRPs; For Total Plan, Spot GRPs are weighted to the percent of US coverage before calculations.

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10.3.1 May Budget Allocation In the first month of the campaign will roll out using coverage in Spot Cable and Spot Digital. Television will make up 85% of the budget and Digital will make up 15% of the month’s budget allocations. The total GRPs are 73, with 1,438 CPP (Cost per Point) and $105.76 CPM (Cost Per Thousand). To roll out the campaign, we are utilizing spot markets to slowly build brand awareness as spring begins to start allowing for more athletic activities to begin. This tactic aims to generate buzz around the campaign without overwhelming and over marketing our target audience. Below Figure 10.1 includes a full breakdown of May’s Budget Allocations for Spot per medium.

Figure 10.1 shows the budget allocations for the Total Cost for the month of May

10.3.2 June, July & August Budget Allocation The first pulse in the media is implemented in the next consecutive three months of the campaign during the peak summer months starting in June when universities are ending classes for the semester and June 21st is the first official day of summer. Similarly to May, Spot Cable and Digital Spots will be used. Additionally, Spot TV-prime and National Net-Cable Prime will be utilized. Finally, the six different print advertisements will be featured in National Women’s Magazines. Per each month, Television will make up 53% of the budget, Digital will make up 1% and Magazines will make up 46% of the budget.

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These different mediums will generate 125 GRPs, 4,922 CPPs with a CPM of $351.13 per month. Below Figure 10.2, Figure 10.3 and Figure 10.4 include full breakdowns of June, July and August’s Budget Allocations comparing Spot and National.

Figure 10.2 shows the budget allocations for the Total Cost for the month of June

Figure 10.3 shows the budget allocations for the Total Cost for the month of July

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Figure 10.4 shows the budget allocations for the Total Cost for the month of August

10.3.3 September Budget Allocation September will begin to experience the decrease in budget allocations as the campaign beings to reach final month of the campaign at the end of Q2 (October). The total cost of the budget is $1,122,927 using Spot Television Primetime, National Magazines and National and Spot Digital mediums. Magazines will use 52.8% of the month’s budget, Television will use 44.7% of the month’s budget and Digital Mediums will use 0.03% of the month’s budget. These mediums will produce 87 GRPS for 12,893 CPP and 98.10 CPM. We are scaling back our resources to parallel the eventual conclusion during the final month which will occur in October. Below Figure 10.5 includes a full breakdown of May’s Budget Allocations for Spot and National per medium.

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Figure 10.5 shows the budget allocations for the Total Cost for the month of September

10.3.4 October Budget Allocation To close the campaign, the budget and medium selection return to the same plan from May to end the pulsing with lower spending. The total cost for the plan for each month is $108,229 using coverage in Spot Cable and Spot Digital. The total GRPs are 73, with 1,438 CPP (Cost per Point) and $105.76 CPM (Cost Per Thousand). At the end of this month, benchmarked goals and campaign objectives will be reviewed. If the campaign’s goals are not being achieved, money from the contingency budget will be dumped back since less mediums are being used until benchmarks are met.

Figure 10.5 shows the budget allocations for the Total Cost for the month of October

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10.4 Final Effective Reach and Frequency The final effective reach for the campaign based on the media plan will be 65.1% with a frequency of 2.6 from our budget of $25,000,000. These final calculations achieve a value close to our goal of an average frequency of 3. These statistics are derived from Figure 10.6 below.

Figure 10.6 outlines final summary statistics of effective reach and frequency.

11.0 CAMPAIGN EVALUATIONS We will be evaluating the success of our campaign through various measures to indicate whether or not we were achieved our endeavors for LUNA. Each method of measurement will relate back to our established campaign objectives and will be tailored on account of each objective they correspond to. It is imperative that we determine a scale to measure the effectiveness of our campaign and monitor it from beginning to end to assess any changes in value. The first and overarching objective was to increase LUNA’s market share within the category of Whole Nutrition Bars. We felt this was the most important objective to achieve as increasing the market share would in turn lead to the success of the rest of the objectives. In order to determine whether or not we have reached our goal, we plan to monitor the percentage of market LUNA capture throughout our campaign via Mintel Reports. We will also be monitoring our sales as compared to our competitors to establish whether or not there is an increase against their projected sales. Our second and third objectives are related to increasing awareness and will be monitored with predictive analysis. The second objective is to increase top of mind awareness (TOMA) in our target audience. By the end of the campaign we hope to create a strong association and recallability in the mind of the consumer when making purchasing decisions in the Whole Nutrition Bar market. Having a strong TOMA is beneficial because it ensures that LUNA is effectively establishing presence among the target market which then later leads to an increase in switching purchasing behavior. The third objective is to reinforce awareness regarding LUNA’s positioning as a female bar. This positioning aspect sets the product apart from many its

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competitors, as it is a unique selling point individual to our brand. As stated before we will be utilizing predictive analysis to gage the effectiveness of our campaign and the achievement regarding these objectives. We will be analyzing all action that occurs within the digital scape. These include:

● Monitoring all website traffic both in general and generated through our call to action featured on print ads

● Monitoring changes in the amount of followers on various social media handles

● Number of times the extended version of the commercial is viewed via publisher sites

● Engagement on the SnapChat feed ● Reach regarding our optimized mobile pop-up advertisements

By monitoring all of the activity taking place on this digital platform, we will be able to distinguish whether or not these vehicles are serving their purpose in regards to an increase in awareness. The final objective is to diversify and increase the advertising media mix to include channels through which LUNA has not expanded into. This objective will be achieved inherently throughout our campaign just with the creation of this conclusive marketing plan. LUNA currently has not expanded the use of advertising mediums past print media. Therefore by utilizing this integrated market campaign we will be increasing and diversifying the media mix throughout the campaign process. All these objectives will be evaluated throughout the campaign as well as beginning and end evaluations to determine any value changes that occur during the implementation of our campaign initiatives. We believe these methods of measurement will be quantifiable to ensure we are able to produce concrete results.

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12.0 REFERENCES Beyond the pink package. (2015). Nutrition Business Journal, Retrieved from http://search.proquest.com.ezaccess.libraries.psu.edu/docview/1716206302?accountid=13158 Buss, D. (2015, March 18). LUNA Bars Soar, Thanks to Paid Social Advertising and Community Outreach. Retrieved October 6, 2015, from http://brandchannel.com/2015/03/18/LUNA-bars-soar-thanks-to-paid-social-advertising-and-community-outreach/ Clif Bar Inc. - Company Profile, Information, Business Description, History, Background Information on Clif Bar Inc. (n.d.). Retrieved October 6, 2015, from http://www.referenceforbusiness.com/history2/96/Clif-Bar-Inc.html The Whole Nutrition Bar for Women® | LUNA Bar. (n.d.). Retrieved October 6, 2015, from http://www.LUNAbar.com Clif bar & company. (2015). (). Austin: Dun and Bradstreet, Inc. Retrieved from http://search.proquest.com.ezaccess.libraries.psu.edu/docview/230575473?accountid=13158 CompaniesandMarkets.com news: LUNA bars stand out amongst snack and nutrition bar market competitors (2014). . Chatham: Newstex. Retrieved from http://search.proquest.com.ezaccess.libraries.psu.edu/docview/1641637652?accountid=13158 Functional foods: Key trends by product categories and benefits. (2015, Sep 14). PR Newswire Retrieved from http://search.proquest.com.ezaccess.libraries.psu.edu/docview/1712304554?accountid=13158 LUNAFEST. (n.d.). Retrieved October 6, 2015, from http://www.LUNAfest.org LUNAFEST(R) study reveals many female filmmakers' careers begin and end with short films. (2015, Oct 06). Business WireRetrieved from http://search.proquest.com.ezaccess.libraries.psu.edu/docview/1719256749?accountid=13158 Mintel. “Nutrition and Energy Bar - March 2015 - US- Attitudes toward nutrition/energy bars, by gender ” based on Symphony IRI Group InfoScan® Reviews; USDA Economic Research Service Nutrition; Clif Bar & Company Becomes 20 Percent Employee-Owned. (2010, July 7). Retrieved October 6, 2015, from http://sk8es4mc2l.search.serialssolutions.com/?ctx_ver=Z39.88-2004&ctx_enc=info:ofi/enc:UTF-

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8&rfr_id=info:sid/summon.serialssolutions.com&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&rft.genre=article&rft.atitle=Nutrition; Clif Bar & Company Becomes Snacks. (n.d.). Retrieved October 6, 2015, from http://www.cspnet.com/sites/default/files/magazine-files/CMH12-snacks-snack bars.pdf Taormina, S. (2008, April 24). Niche Markets Drive Bar Sales. Retrieved October 6, 2015, from http://newhope360.com/managing-your-business/niche-markets-drive-bar-sales Team LUNA Chix. (n.d.). Retrieved October 7, 2015, from http://teamLUNAchix.com Trier, C., & Johnston, C. (2012, August 20). Ingestion of nutrition bars high in protein or carbohydrate does not impact 24-h energy intakes in healthy young adults. Retrieved October 6, 2015, from http://www.sciencedirect.com.ezaccess.libraries.psu.edu/science/article/pii/S0195666312002723

13.0 MEDIA APPENDIX

All of the charts listed below were used to obtain statistical data to implement and track the effectiveness of the media plan. 13.1 Year at a Glance Chart

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13.2 Spot Goals Chart

13.4 Flowchart

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13.5 Spot Plan Goal Sheet

13.6 Market List

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14.0 CREATIVE APPENDIX 14.1 Print Advertisement Executions

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14.2 Television Commercial Storyboard

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14.3 Publisher Site Extended Commercial

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15.0 APPENDIX 15.1 Figure 3.0 Prioritization Chart

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16.0 GROUP MEMBER EVALUATIONS

The evaluations can be found in the following four pages.

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