IMC 618: GoPro Public Relations Campaign

Jamie Huggins IMC 618 — GoPro PR Plan �1

GoPro Public Relations Campaign

Jamie HugginsIMC 618

Final Project


Table of Contents

I. Executive Summary…………………………………..………..…………………………………3 II. Company Background………………….………………………..………………………………4

A. External Environment…………………………………………………………………………..4B. Industry………………………………………………………………………………………….5

1. Camera Industry……………………………………………………………………………52. Drone Industry………….……………………………………………………………..……6

C. Client……………………………………………………………………………………………71. Company History…………………………………………………………………………..7 2. GoPro Today………………………………………………………………………………..8

D. The Product, Service, or Issue………………………………………………………………..91. Cameras………………………………………………………………………………….…92. Mounts and Accessories….…………………………………………………………..…103. Future Products…………………………………………………………………………..10

E. Promotions…………………………………………………………………………………….11F. Market Share…………………………………………………………………………………..12G. Competition……………………………………………………………………………………13H. Resources……………………………………………………………………………….…….15I. SWOT Analysis…………………………….….………………………………………………16J. Public Profiles…………………………………………………………………………………18

III. Situational Analysis…………………………………………………………..………………….19 IV. Core Problem Statement…………………………………………………………………..…..20 V. Public Relations Campaign Goals…………………………………………………………….20VI. Public Relations Campaign Objectives………………………………………………………21 VII. Key Publics…………………………………………………………………………………….….23

A. Consumers…………………………………………………………………………………….231. Traditional: Action Sports Community…………………………………………..……..23 2. Future: Millennial Travelers (Social Media Oriented)………………………………….253. Future: Millennial Travelers (Privacy Oriented) ………………………………………..27

B. Influencers …………………………………………………………………………………….281. Brand Advocates…………………………………………………………………………282. Social Media Managers of Sports Teams………..….…………………………………30

VIII. Strategies and Tactics……………………………………………………………………….…32A. Consumers………………………………………………………………………………….…32B. Influencers……………………………………………………………………………………..36

IX. Evaluation Plan………………………………………………………………………..…………39X. Budget and Calendar……………………………………………………………………………43 XI. References……………………………………………………………………………………..…44


Executive Summary It’s quite amazing to see just how much GoPro has evolved since the company’s conception a few short years ago. Nick Woodman’s dream to develop wrist cameras for surfers has expanded into a company who, today, is the leading action camera provider. Though this is GoPro’s biggest strength, this is also the company’s greatest weakness — as that market is still young and fragmented. This public relations plan offers GoPro a chance to expand their market penetration and rebuild trust they may have lost from their key publics. Additionally, it seeks to help the brand grow its target audiences by tapping into the demographics of millennial travelers and influencers. Some of GoPro’s strengths are its top action camera provider status, high quality products, strong brand awareness, and consistent company growth. GoPro is however plagued by multiple weaknesses which include: expensive price point, lack of competitive barriers, and lack of market penetration. GoPro’s opportunities include future audience expansion, product expansion, and the growth of both the action camera and the drone markets. Finally, GoPro’s threats are low entry barriers to their current market, intense competition, and possible saturation of their existing market. The public relations goals for this campaign seek to expand GoPro’s market penetration and increase trust among consumers. These goals can be achieved by embracing additional publics outside of the action sports community such as: millennial travelers and influencers (brand advocates and social media managers of sports teams). Main strategies and tactics include: holding a press conference and creating promotional videos on security to rebuild and grow product trust and creating a strong social media marketing campaign to attract and grow GoPro’s consumer base. Finally, measuring and evaluating this public relations plan is vital to its success. A combination of tools will be implemented throughout the following year help measure each component of this plan. This will help reduce costly mistakes evaluate any alternate strategies, increase advertising efficiency, and help determine if the aforementioned objectives are achieved. Our team is committed to GoPro’s current and long-term success, and because of this, we believe it is imperative GoPro consider the problems the company is facing and make the changes recommended in this plan to help conquer their market barriers. We also want this campaign to be of an affordable cost to you, and that is why it our budget comes in competitively right below the $100,000 mark. The time frame is also attainable, and it would begin as early as this month — July 2015. A combination of a cohesive plan, attractive budget, and attainable time-frame will be sure to help GoPro advance and grow for years to come.


Company Background

External Environment

GoPro, like many other companies today, must operate in a challenging and volatile

economic environment. The United States got off to a weaker-than-predicted start in 2015 and

reported dismal trade performance and continued economic caution from businesses and

consumers alike. “The 0.7% annual rate of decline in economic output in the first quarter of

2015 was a reversal of the initial 0.2% advance for the period reported in April by the

Commerce Department” (Schwartz, 2015). This lackluster report shows that the country is

struggling to gain economic momentum. “After the economy grew at an annual rate of nearly

5% in the spring and summer of 2014, some experts concluded that the economy had found

its footing and predicted that a healthier, sustained growth rate of near 3% was finally at

hand” (Schwartz, 2015). This new data does not show that to be the case so far in 2015.

Though cloudy, the economic situation is

not yet considered dark. Unemployment rates are

still falling and stand around 5.4% as of current.

Experts expect the rates to fall to around 5% by

the end of 2015. The unemployment rates have

improved since 2013, however, where they stood

around 8% (Schwartz, 2015).

Consumer spending, which accounts for approximately two thirds of all economic

activity, has been modest so far in 2015. “Personal consumption rose by 1.8% last quarter,

down from 4.4% in late 2014” (Schwartz, 2015). Experts claim that this weakness is due to

seasonal adjustments — like retail slowdown after the holiday season. Though that may play a

role, “the dollar’s surge against foreign currencies like the euro is hurting manufacturers and

other exporters” (Schwartz, 2015). Most experts claim that this trend will continue and expect

an approximate 2.2% annual growth rate for 2015, which is down from 2.4% in 2014

(Schwartz, 2015).

Source: Bureau of Labor Statistics, 2015


Industry

Camera Industry

GoPro is operating in a complicated financial climate faced by the camera industry. On

one hand, widespread usage of smartphone cameras has pushed point-and-shoot cameras

(both digital and DSLR) into a downturned spiral. Consumers would rather spend $150-200 on

a new smartphone (with many additional features) than a new digital camera. “Digital camera

shipments by Japanese manufactures plunged 32.5% on year to 3.96 million units in

September 2014, marking the 29th

consecutive month of declines” (Harjani,

2015). Domestic shipments fell 28.6% and

export shipments fell 33%. Even DSLR

camera manufacturers have been hurt by this

camera slump. Global megabrand, Canon,

recently reported a 27% fall in its third

operating profit (Harjani, 2015). Nikon also

recently published its financials only to report that sales are down 14.5% and profits 11.8%.

“Leading the loss in sales and profits was, predictably, Nikon’s compact camera systems,

down 31% in sales year over year” (Burgett, 2015). These drastic numbers show that their

appears to be little opportunity for turnaround in this failing segment of the camera market.

However, the camera industry as a whole is not suffering — there is a segment of this

market that is holding up well: digital single-lens reflex cameras (SLRs) and compact cameras.

Situated in the action camera segment of this market, GoPro reported a fourth-quarter revenue

of $634 million earlier this year. “GoPro improved 75% year-over-year and more than doubled

the company’s third-quarter sales of $280 million. The San Mateo, California-based company

easily outpaced the expectations of analysts, who predicted revenue of $580

million” (Huddleson, 2015).

Source: CNET, 2015


Stock-wise, the company has fluctuated over the past year. In April, GoPro’s stocks fell

7% of $40.80 per share. This resulted in company shares being down 31%. Though the

company offered no immediate response after the drop, experts claim that “the stock has

declined on concern that there's strong competition coming from Xiaomi, which announced a

16-megapixel point-of-view camera last month, and Apple, which obtained a patent for a

camera similar to GoPro's offerings” (Oyedele, 2015). However, since that drop, GoPro’s stock

has since witnessed a surge of 7%. This surge took place after GoPro CEO Nick Woodman’s

announcement “that the company was developing a six-camera virtual-reality recording system

and a drone” (Oyedele, 2015). GoPro’s stock is still down 9% to date, but has risen drastically

by 83% over the past 12 months.

Drone Industry

Drones are one of the fastest growing

sectors in the technology industry. “A growing

ecosystem of drone software and hardware

vendors is already catering to a long list of clients

in agriculture, land management, energy, and

construction. Many of the vendors are smallish

private companies and startups — although large

defense-focused companies and industrial

conglomerates are beginning to invest in drone technology, too” (The Drones Report, 2015).

However in coming years, this market is set to expand to film crews, news media, and even

civilians. According to a 2015 Business Intelligence report, “the market for commercial/civilian

drones will grow at a compound annual growth rate (CAGR) of 19% between 2015 and 2020,

compared with 5% growth on the military side” (The Drones Report, 2015). Furthermore,

proposed U.S. legislation is rumored to end the ban on civilian drone flights, and would

therefore allow low-altitude flights of small drones within view of the pilot. This legislation is

proposed to take place sometime around 2017, or perhaps, even earlier due to demand.

Source: Business Insider, 2015


Currently, “an estimated $6.4 billion is currently being spent each year on developing

drone technology around the world, according to a report published earlier this month by the

Teal Group Corp. That number is expected to nearly double in future years, bringing the total

amount spent on drones for both military and commercial applications to $11.5 billion annually

by 2024” (Palermo, 2014). According to analysts, it is possible that within a decade, global

drone spendings could even reach as high as $91 billion.

Client

Company History

The founders of Go-Pro started out with a singular mission: to develop wrist cameras

for surfers. Founder and CEO Nick Woodman met Bradford Schmidt (who is now GoPro's

Creative Director, Media Production) while vacationing in Indonesia. Both men were

photography lovers and avid surfers. They dreamed of a compact device that that could

photograph amateur surfers on a professional level. "The plan to make a wrist strap that would

work with any of the waterproof cameras available at the time evolved into making the camera,

too. The original, 2.5-by-3-inch version, shot 35mm film. Woodman, with the ambition of

building what amounted to a family business, debuted it at an action-sports trade show in

2004, basically targeting the surfer market" (Walker, 2013).

Interestingly enough, this once surfer-targeted device had huge, immediate payoff in the

extreme sports world. "Thus Woodman, who was basically an extreme version of his own ideal

customer, sought and embraced every cutting-edge innovation in image capture he could find.

New models, in rapid succession, incorporated digital stills, video, audio and every megapixel

and memory upgrade the marketplace came up with" (Walker, 2013).

One of these early upgrades included the now famous wide-angle lens — 170 degrees

to be exact. This allowed the user to capture his full body in action versus just a cut-off version

of his torso or knees. This is one of the main keys to GoPro's current success. "Secondly, is

the idea that GoPro isn’t just a device, or a simple camera; it’s a system, a method. The


camera company is also an accessory company and mount company: it offers about 20

different mounts today, a whole ecosystem of products" (Walker, 2013).

Not long after, Woodman realized that his device meshed well with the rise of YouTube's

popularity. Self-documentation and the GoPro went hand-in-hand. It allowed users to capture

high quality videos showcasing whatever "extreme" activity they may be participating in. The

device was then picked up by film and TV professionals, the military, surgeons, dog-owners,

fireman, and countless others who wanted to record themselves on a professional, yet

compact, device. "By amassing a string of niche audiences, GoPro was able to go

mainstream" (Walker, 2013). By late 2012, Foxconn Technology group bought a 8.9% stake

in GoPro. This gave it a valuation of $2.25 billion — also making Woodman a billionaire. In

addition, "GoPro’s engineering team had grown from 20 or so people to about 100" (Walker,

2013).

GoPro Today

Today, GoPro has a market cap of $7.65 billion and operates in the electronics industry.

As previously mentioned, the company is headquartered in San Mateo, California, and Nick

Woodman remains its CEO. Other notable personnel include: Andy Bates (President and

Director), Jack Lazar (CFO), Zander Lurie (Senior VP of Media), and Paul Crandall (Senior VP of

Marketing). In addition, GoPro has grown from 100 employees to 865 full-time employees as

of September 2014 (Investor FAQs, 2015).

The company remains the top provider in the action camera market, but this very well

may prove to be their biggest weakness due to a lack of competitive barriers. “Research firm

IDC estimates that GoPro has a 42% market share in the action camera market, but the market

is still young and fragmented. This means that smaller players will constantly try to launch

cheaper devices to chip away at GoPro's market” (Sun, 2014). By the way, it’s not just smaller

competitors who are trying to chip away at GoPro — Apple recently announced its own action

camera patent in the works. Finally, GoPro has been criticized for high-priced devices, and its

lack of a personal dedicated video website.


The Product, Service or Issue

Cameras

GoPro is probably most well-known for its cameras, which are actually quite small when

compared to a typical camera. However, this small device is capable of shooting in full HD

video. Their cameras are completely waterproof and shock-proof. The cameras are small in

size, lightweight, and compact. It makes them ideal for capturing action sports. The cameras

are currently available in the HERO, HERO3 White, HERO3+ Silver, and HERO4 models. In

May of 2014, GoPro reported that they had sold more than 8.5 million of these high definition

cameras since 2009, including 3.8 million of them in 2013 alone

(Wingfield, 2014).

• HERO: “Built directly into a rugged, waterproof housing, and

featuring high-quality 1080p30 and 720p60 video, HERO delivers

the same immersive footage that’s made GoPro one of the best-

selling cameras in the world — all in a simplified experience that’s easy for

everyone” (Cameras, 2015). The HERO is the cheapest of the four cameras, and it starts

out at $129.99.

• HERO3 White: The HERO3 White features 1080p30 video.

The device also includes a variety photo mode that allows

users to “choose from 5MP single photos, Time Lapse photos

or Burst photos up to 3 frames per second” (Cameras, 2015).

The camera additionally includes built-in WiFi. The HERO3+ retails for $199.99.

• HERO3+ Silver: The “HERO3+ Silver captures gorgeous,

professional-quality 1080p60 video and 10MP photos up to 10

frames per second” (Cameras, 2015). Additionally, the camera

also has WiFi capabilities. The HERO 3+ Silver retails for

$299.99.

Source: GoPro, 2015

Source: GoPro, 2015

Source: GoPro, 2015


• HERO4: The HERO4 is the newest and

most advanced GoPro camera on the

market. “Choose from HERO4 Black,

with incredible high-resolution 4K30 and

2.7K601 video and high frame rate 1080p120 video, or HERO4 Silver, which pairs pro-

quality video and photo capture with the convenience of a built-in touch display” (Meet the

new GoPro Lineup, 2015). The HERO4 Black retails at $499.99, and the HERO4 Silver

retails at $399.99.

Mounts and Accessories

GoPro has a variety of mounts available for their cameras ranging from helmet mounts

to stick mounts even to watch and surf mounts. Additionally, they sell accessories for their

cameras including items such as: battery packs, battery chargers, extension cables, camera

housings, protective lenses, chargers, and memory cards.

Future Products

GoPro’s latest product announcements at Code Conference in California plan to

expand the company’s product lines into the field of drones and virtual reality.

• Drones: “Nick Woodman described the remote controlled aircraft as the ‘ultimate’

accessory for his firm's action cameras” (Kelion, 2015). The GoPro drone is planned to

launch in 2016, and its target market will be consumers. Drones are actually expected to

be one of the fastest growing markets throughout the next few years. “According to the

US's Consumer Electronics Association, the global market for consumer drones totaled

$84 million last year but is forecast to top $300 million by 2018. The CEA adds that if

regulators relax the rules for the use of such aircraft by commercial organizations, the

market could further swell to $1 billion by 2020” (Kelion, 2015). This could potentially be a

very lucrative market for GoPro, however no price for the drone was yet announced.

• Virtual Reality Mount: In addition to the drones, Woodman also unveiled a virtual reality

mount that can hold 6 HERO4 cameras, with each of them pointing in a different direction.

Source: GoPro, 2015


“He said the resulting footage could be stitched together using

software developed by Kolor — a start-up it bought last month —

to create a single 6K-quality 360-degree image” (Kelion, 2015). This

could then be used with virtual reality helmets. It would allow a

user to change his perspective by turning his head. Facebook and

YouTube are also working on adding support for interactive spherical videos. The mount

is set to go on sale later this year, but “Woodman acknowledged, however, that the high

cost of buying enough cameras to fill it was likely to limit the mount's appeal to

professionals” (Kelion, 2015).

Promotions

From 2010 to 2011, GoPro more than

doubled its net income to $24.6 million, but

interestingly enough, the company only spent

$50,000 more in marketing costs to

accomplish it. “GoPro repeated the feat in

2013, increasing marketing costs by only

$41,000, but making $28 million more in net

income” (Bobowski, 2014). Hidden within those numbers is GoPro’s marketing secret:

understanding the value of user-generated content. “In place of an art director, acting cast,

and team of videographers, GoPro simply hands a wearable camera to an amazing athlete and

gets back advertising and marketing gold. Regular customers have become advertisers on a

smaller scale, shooting high-quality video, loading it onto YouTube and social networks, and

advertising the capabilities of the cameras to friends, family, and complete

strangers” (Bobowski, 2014). This content is both compelling and high-quality, and GoPro

proves that a tiny camera in the right hands can create viral content that will attract an

audience — whether it be on social media, television, or through other advertising means.

Source: BBC, 2015

Source: Wall Street Daily, 2014


An example of one such video is called Fireman Saves Kitten. "The raw footage

originated with Fresno, California, firefighter Cory Kalanick, who in mid-2013 rescued an

unconscious cat while wearing GoPro's HD HERO3 camera attached to his helmet, then

uploaded the video to YouTube, where it attracted 1.5 million views in the weeks to

follow" (Ankeny, 2014). That same year, GoPro ran across the footage, recut the video, added

its logo, and re-released the video. The video went viral for a second time! To date, GoPro's

version of the video has over 26 million views on YouTube. In the first week, it racked up 5

million views alone (Ankeny, 2014).

Since GoPro also wishes to evolve into the user-generated media company of the

future, they have created an entire GoPro channel. It can be accessed when flying Virgin

Airlines or streamed via an Xbox game console. “What viewers see when they tune in is one of

the most remarkable, branded video experiences available. Viewers get a front seat to the

adventures of world-class skiers and snowboarders, BASE jumpers, and mountain bikers, not

to mention a whole range of video outside of the world of extreme sports, like a stunning recent

video of an African Pelican learning how to fly” (Bobowski, 2014).

In its current marketing strategy, GoPro leverages the power of social media

powerhouses like Facebook, YouTube, Vimeo, Instagram, and Twitter to expand its network

and reach its community. “For example, it challenges its users with contests like ‘Who can

make the best video of a basketball trick shot?’ and ‘$20,000 to the person with the best

GoPro surfing clip on the North Shore of Oahu’” (Biancuzzo, 2014). This method allows GoPro

to gain user-generated footage for its marketing campaigns. “Essentially, GoPro uses its own

community to help market its devices to non-GoPro owners” (Biancuzzo, 2014). Additionally,

GoPro often hires top athletes to promote educational videos. These videos often showcase

athletes teaching and talking-through their moves while performing them.

Market Share

As of November 2014, GoPro held a 42% market share in the action camera industry

according to research firm IDC. “The next closest competitor, Ion, has a 12% share. Sony,


which still leads the traditional handheld camcorder market, has an 8% share of the action

camera field” (GoPro Dominates, 2014). GoPro recorded sales of 1.83 million units in the third

quarter in 2014.

Competition

Though GoPro is currently the leading the action camera market, it is important to note

that the company’s competitors are stepping up their games as well. GoPro’s biggest risk

comes from competitors who can create better action cameras for more affordable price

points.

• Ion: Ion has managed grab 12% of the action camera market

share in just two years. Ion’s cameras are targeted at specific

markets. For instance, “it has an action camera designed for

auto enthusiasts, and one for hunters and fisherman. Another

camera is designed to analyze the performance of golfers, baseball and tennis players. It

even entered the growing home connectivity market with a camera system called Ion the

Home” (GoPro Dominates, 2014). This differs from GoPro’s one-size-fits-all approach to

the market. In addition, Ion has a retail presence in over 6,000 stores including Best Buy

and Walmart. The company has also attracted well-known partners like Major League

Baseball and the Seattle Seahawks football team (GoPro Dominates, 2014). Ion cameras

are priced similarly to GoPro cameras — the most affordable option is around $150.

• Sony: Sony currently holds an 8.3% share of the action camera

market. “Sony has introduced several action cameras at

various price points, including the AS100V. While the reviews

are generally positive, GoPro maintains its advantage in various

categories” (GoPro Dominates, 2014). Overall, Sony cameras

are priced slightly more expensive than GoPro cameras — the most affordable option is

$199.

Source: JensonUSA, 2015

Source: Errant, 2014


• Garmin: Garmin also introduced their own versions of the action

camera called Virb. Virb cameras have become some of the strongest

contenders to GoPro in the action camera market because of their

rugged design and excellent video quality. However, experts claim

that GoPro’s HERO3 Black still takes better video (GoPro Dominates,

2014). Even the most affordable Virb cameras are more expensive than their GoPro

counterparts. The cheapest Virb option starts at $299.

• Polaroid: “Polaroid recently introduced Cube, an ultra-small video

camera for $99, priced $30 below GoPro's low-end model” (GoPro

Dominates, 2014). Even though the Cube is much more affordably

priced, experts claim that the cube is not a severe threat to GoPro.

Michael Pacher, an analyst at Wedbush Securities, stated, “‘There is a portion of

population that can't afford a GoPro and the Polaroid Cube might appeal to them. But if

you're going to buy something at the same price point they'll want a GoPro’” (GoPro

Dominates, 2014).

• Xiaomi: Though currently only available in China, Xiaomi recently

launched its own version of the action camera — the Yi for 399 yuan

($64). It comes in at about half the price of a GoPro. “On paper, the

specifications of the new device trump that of its GoPro counterpart,

say tech analysts. While both action cameras have similar waterproof depth and a

smartphone app to remotely control the device, the Yi weighs less, offers more built-in

storage and boasts more powerful video capabilities” (Harjani, 2015). Even though Xiaomi

states that it has no plans currently for expansion outside of China, its camera could be a

huge rival for GoPro in their Asian market. News of the launch alone caused a 5% drop in

GoPro’s market share (Harjani, 2015).

Source: Amazon, 2015

Source: Consumer Reports, 2015

Source: Honor Buy, 2015


As GoPro and these aforementioned action camera manufacturers show, the action

camera market is expanding and growing quickly in

popularity. “Analysts forecast the Global Action Camera

market to grow at a CAGR of 22.2% over the period

2014-2019. The popularity of social networking sites

such as Facebook, Twitter, and Instagram, is one of the

major drivers for the market” (Global Action Camera,

2015). Users have the ability to share images and videos of their activities (captured on action

cameras) via these networking sites. As an end result, this increases demand for the cameras.

Though the action camera market has been primarily viewed as a niche market targeted

at extreme sports enthusiasts, the market has been and is predicted to widen its audience to

envelop other groups like travelers, for example. “As the market expands into wider user-

groups, channel distribution is rapidly shifting from specialist sports and online retailers to

more mainstream CE chains. While this has led to a surge in sales of action camera devices, it

has resulted in further declines in the traditional camcorder market” (Worldwide Action Camera,

2012). This has resulted in a war on shelf space, with most retailers favoring action cameras

over their outdated counterparts.

Resources

Technically, GoPro has a few intervening publics which carry influential status towards

the general population. One group would certainly be tech blogs, which are read by millions

of consumers daily. Popular tech blogs that share GoPro news would include: TechCrunch,

Gizmodo, Wired, CNET, Mashable, and the Verge. Another group would be social media

users across channels like YouTube, Facebook, Twitter and Instagram. Influentials in this

category could range from popular vloggers and bloggers, who influence the masses, to

average consumers, who influence their friends and family. Product relationships in this

category vary by user and their personal experience with the cameras. Finally, professional

athletes are another intervening public for GoPro. Many of these athletes use GoPro cameras

Source: Ceatec, 2012


to document themselves and are featured in GoPro’s marketing campaigns as celebrity

endorsers. This group typically has a very positive relationship with the company, since they

use their products often. They have the ability to influence their fans and rising athletes as

well.

SWOT Analysis

Strengths:

• The top provider in the action camera market — it holds a 42% market share (GoPro

Dominates, 2014).

• Manufactures a complete scale of products — i.e. cameras, mounts, battery packs,

battery chargers, extension cables, camera housings, protective lenses, chargers, and

memory cards.

• Has a strong brand awareness — many GoPro videos have gone viral on social media

attracting millions of views.

• Creates innovative and high quality products — other action camera manufacturers

struggle with competing with GoPro’s overall quality.

• Strong partnership and positioning with professional athletes and organizations (Virgin

Airlines, Xbox, etc).

• Has experienced consistent company growth — “GoPro improved 75% year-over-

year” (Huddleson, 2015).

• Has a loyal consumer fan base — “More than 60% of the consumers use their device more

than once a week and nearly one-third of GoPro users own two or more action

cameras” (GoPro, 2014).

Weaknesses:

• Cameras have an expensive price point — the most affordable and basic HERO camera

starts at $129.99.

• Lack of competitive barriers in the action camera market.


• Limited market penetration — have focused mainly on sports enthusiasts. Less active

consumers and non-athlete consumers are typically overlooked or excluded.

• Expensive additional accessories which are not included with the original product.

• Lack of product customization — the single lens, which is attached to the camera,

cannot be switched out or modified.

• Lack of additional products on the market.

Opportunities:

• New innovative products (GoPro drones and virtual reality mounts) set to enter the

market late 2015 and early 2016.

• Social media expansion — Continue marketing products on popular social media

channels like YouTube, Facebook, Instagram and Twitter. Consider expanding to other

social media networks like Vine and Snapchat.

• Broaden and embrace other target audiences — Consider marketing to other groups

besides sports enthusiasts — i.e. travelers or vacationers that are Millennials or even

Baby Boomers.

• Expansion into unreached countries — currently marketed mainly in the United States,

Australia, and New Zealand.

• The action camera and drone markets are expected to grow rapidly.

Threats:

• Intense competition from competitors like Ion, Sony, Garmin, Polaroid, and Xiaomi.

• Competitors can create cheaper alternatives with similar technology.

• Possible saturation of the existing market.

• Due to the economy, many people cannot afford the purchase price of a GoPro.

• Consumers have the ability to substitute products for the GoPro — i.e. smartphones, DSLR

cameras, digital cameras, and tablets.

• Entry barriers are low for non-direct competitors, like Apple or Samsung.


• Their technology is rumored to be hackable and could allow hackers to “spy” on users.

Public Profiles

Current Key Publics:

• Sports Community : Woodman himself was apart of GoPro's original key audience — the

extreme sports community. “By having a market, instead of a product-focused approach,

GoPro out-competed the present companies which focused on being as technologically

advance as possible” (Otnes, 2011). As previously stated, GoPro was originally marketed to

surfers. By targeting this passionate group of performers, GoPro was able to better

understand their preferences. In turn, surfers latched on to the product. However, GoPro

cameras have since evolved appeal to all types of outdoor enthusiasts, sportsmen, and

athletes — many of whom, represent the brand today as celebrity endorsers. This niche

group is still GoPro's primary target market. Today, 60% of users use a GoPro while

engaged in an action sport (GoPro, 2014).

• Young Adults: "More than half of the GoPro customers are in their early twenties" (GoPro,

2014). However, “the most well represented demographic of GoPro users are males

between the ages of 18 and 34” (GoPro Goes Public, 2014). This age group uploads

approximately 6,000 videos to YouTube every day.


As of recent, GoPro has been a popular name in many technology news headlines.

While the company has experienced some growth this year, their stock has greatly fluctuated.

For instance, in April of 2015, GoPro’s stock fell 7% because of rumors from strong

competition coming from Xiaomi and Apple. Even

though the company’s stock experienced a slight

bounce back in early May, their stock is still down

9% to date (Oyedele, 2015). This fluctuating

stock has been a topic of intense talk among

investors and financial analysts, who are concerned about the lack of competitive barriers and

widening losses that GoPro is currently facing.

Situational Analysis

Though GoPro is the top provider in the action camera market, this strength is actually

the company’s biggest weakness. In its current state, the action camera market remains young

and fragmented (Sun, 2014). This means both larger and smaller players like Ion, Polaroid,

Garmin, Xiaomi, Sony, and others will easily be able to launch their own products to try and

chip away at GoPro’s 42% market share. When attacks like this happen, GoPro’s margins

could crumble as they try and fend off this competition. While the company has not

experienced crisis mode yet, it is recommended that GoPro consider the problems it is facing

and make changes to conquer their market barriers.

One of the biggest barriers GoPro is up against is the fact that they have very limited

market penetration. To date, GoPro has mainly focused on marketing its product towards a

very niche group of sports enthusiasts. Less active consumers and non-athletic consumers

have typically been overlooked or even excluded. This limited penetration could result in

possible saturation of the existing market. The company needs to use its media and public

relations to move into more traditional camera markets before other technology companies

invade and conquer its niche product market. GoPro is additionally facing privacy issues with

their cameras. Security firm, Pentest Partners, recently showed how easily it was for them to

Source: Youkitetour


gain access into a HERO4 camera that appeared to be turned off and spy on those around it.

They were able to eavesdrop on users, view content, and delete content through a WiFi

connection (GoPro Cameras, 2015). GoPro requires users to create a 8-16 digit password for

any devices that use WiFi. However, they should require users to use numbers and symbols in

their passwords and educate users on the importance of creating a strong password for

security reasons.

Core Problem Statement

• Due to a lack of competitive barriers and market penetration, GoPro has experienced an

increase in competition, which raises concerns about future product demand, privacy, and

company stability.

Public Relations Campaign Goals

• 12 months from the start of campaign, aim to increase and expand market demand for GoPro

products in order to improve company stability and product longevity.

Currently, GoPro is the leader in the action camera market, but that could change over

the next couple of years. Competitors are developing products that are more affordable and

can easily chip away at GoPro’s leading market share. These more affordable products also

have the power to attract the large, lower end of the market. This would leave GoPro alienated

with its niche market of sports enthusiasts, which is already rumored to be quite saturated. In

order to increase demand and brand awareness, GoPro must expand its market penetration to

reach other audiences in more traditional camera markets. This can be accomplished by

taking advantage of GoPro’s already strong media outlets. Through media, GoPro can inform

other publics on why they need a GoPro versus a smartphone or digital camera. If GoPro

wishes to remain the top action camera producer, it must promote this evolution from an

“extreme sports only” based mentality to a product that is attractive to a wider-ranged

audience.

• Aim to improve key publics trust of GoPro products within 12 from the start of this campaign.


Much of GoPro’s current target audience of extreme sports enthusiasts falls within the

Millennial age bracket. A recent study from Pew Research Center showed that Millennials are

much less trusting than older Americans are. For example, “just 19% of Millennials say most

people can be trusted, compared with 31% of Generation X’ers, 37% of Silents and 40% of

Boomers” (Drake, 2014). With the recent privacy issues circulating about GoPro cameras, it is

imperative that GoPro ensure users that its devices are safe. Additionally, the company should

promote the privacy features for all of their WiFi compatible cameras and educate users on the

importance of strong, secure password creation.

Public Relations Campaign Objectives

• 60 days from the start of this campaign, increase positive GoPro engagement by 15% on

social media.

As GoPro expands into additional markets, it will encounter negative feedback. GoPro

will need to emphasize its cameras’ adaptability and unique features to convert and keep

future users. GoPro can use social media to generate positive reviews, respond to feedback,

and publish user-generated content. GoPro should desire its expanded publics to develop the

same emotional attachment that its extreme athletes feel with the product.

• 6 months from the start of this campaign, increase brand visibility of GoPro products by 40%.

GoPro can increase its overall brand visibility by using and expanding its brand

partnerships. For example, one of GoPro’s newest partners is Marriott. In late February, the

global hotel chain partnered with GoPro to let their guests borrow HERO4 cameras at 18 of

their Caribbean and Latin locations (Zaharoff, 2015). Partnerships like this, will help GoPro

advance outside of the extreme sports industry into other industries with larger audiences —

like the travel industry. Involving brand advocates from the travel industry could be an

additional way GoPro could increase their overall visibility.

• 12 months from the start of this campaign, aim to increase key public’s trust of GoPro and its

products by 20%.


Digital video has become extremely popular over the past year, and companies, like

GoPro, which already have big YouTube networks can benefit as video viewership shifts to

digital platforms. In 2014, “media giants poured over a billion dollars into YouTube networks —

a trend that shows no signs of losing steam in 2015” (Blattberg, 2015). However, these videos

are not just about ad revenue, they can be a great way to reach audiences and quickly

measure content success rates. With this rise in video popularity, GoPro should consider

creating short videos (approximately 2 minutes or less) that can be shared across Facebook,

Twitter, Vine, Instagram, and YouTube. The videos could educate their publics on the

importance of password security and promote the security features on all WiFi-enabled

cameras.

Additionally, GoPro should look to documents (like press releases) and holding a press

conference to discuss their transparency on privacy issues and how they, as a brand, will

address these serious privacy issues and allegations and move forward.

• 12 months from the start of this campaign, increase mainstream market demand for GoPro

cameras by 30%.

While the action sports market realizes why it needs a GoPro camera, much of the

mainstream market does not. GoPro’s goal here should be to market their cameras as easy,

operable, and portable devices that are more advanced than a typical smartphone.

Consumers need to understand that GoPro cameras will allow them to travel with less devices

and allow them to capture better content. In addition, a GoPro camera eliminates the need for

a bulky camera, which is more likely to get lost or stolen or broken while traveling. This

influential marketing could take place across mainly across social media channels.

Moreover, it is imperative that GoPro holds on to its market demand in the action sports

community — and if possible, expands it. GoPro has existing partnerships already in the

sports community, but these could be expanded and broadened to collegiate level sports,

Olympic sports, or mainstream professional sports such as: football, golf, or even baseball.


Key Publics and Messages

Consumers

Traditional: Action Sports Community

The action sports community currently represents over 22 million athletes, who

participate in extreme sports like: surfing, skateboarding, snowboarding, and even BMX riding.

Athletes, participating in these sports, often range in age anywhere from 7 to 24 years old.

“Action sports participants are also strong influencers within the 12-to 28-year-old

demographic” (Action Sports, 2007).

The general public’s perception of this demographic changed immensely over the past

20 years. In the early 1990’s, “action sports had little to no presence on the national stage.

Participants were labeled as delinquents and were chastised for their unconventional use of

public spaces. That perception began to change in mid 1990’s as the youth of America

became enchanted with these counter-culture, non-traditional sports and the daring

enthusiasts that participated in them” (Action Sports, 2007). Today, the action sports culture

has evolved into a mainstream lifestyle that greatly influences millions of dollars in consumer

spending. However, it is important to note that this group and its consumers are wary of

traditional marketing tactics, but they are very acceptive of brands, who are able to embrace

and support their culture — like GoPro.

GoPro's original key consumer public was the action sports community. Originally,

GoPro was marketed to surfers. By targeting this passionate group of performers, GoPro was

Source: Active Network Rewards, 2007


able to better understand their preferences. In turn, surfers latched on to the product.

However, GoPro cameras have since evolved appeal to all types of outdoor enthusiasts,

sportsmen, and athletes. This niche group is still GoPro's primary target market. Today, “60%

of users use a GoPro while engaged in an action sport. The company's existing user base also

largely comprises of men” (GoPro, 2014). The majority of GoPro users are males between the

ages of 18 and 34 (GoPro Goes Public, 2014). Many of these athletes and athletic

organizations even represent the brand today as endorsers/influencers. Some examples of

these partnerships include: the NHL, Shaun White, Jamie Anderson, and Lindsey Vonn.

Since the action sports community is the market on which GoPro was built upon, it is

imperative these users continue to support the brand. With GoPro’s recent privacy issues

making headlines, it is important that GoPro aim to improve the overall trust of this key public’s

and ensure those users that their devices are safe.

Primary Message: All GoPro devices follow strict industry-standard security protocol, but it is

imperative that you set a strong password and change it often. This will ensure and maintain

the highest-level of cyber-security protection for your device.

Secondary Messages:

• As of March 2014, 60% of U.S Internet users were more

concerned about how companies protected their data

than they were 12 months earlier. “These worries weren’t

limited to one age group, with the majority of respondents

in each age demographic saying their concerns about

personal information security had risen at least

moderately” (Consumers of All Ages, 2014).

• In 2014, 19% of Generation Z saw a significant change in concern about online privacy

(Consumers of All Ages, 2014).

• In 2014, 26% of Generation Y saw a significant change in concern about online privacy

(Consumers of All Ages, 2014).

Source: eMarketer, 2014


• “Just 39% of US internet users ‘regularly’ change their computer passwords, and around

one-quarter change their login information” (Consumers of All Ages, 2014).

• “78% of internet users said they only purchased from companies they trusted. More than

two-thirds agreed that they only bought from companies that could handle their

data” (Consumers of All Ages, 2014).

Future: Millennial Travelers (Social Media Oriented)

Expanding the GoPro brand is necessary for its survival. Currently, GoPro is the leader

in the action camera market, but that could change over the next couple of years. Competitors

are developing products that are more affordable and can easily chip away at GoPro’s leading

market share. This would leave GoPro alienated with its niche market of sports enthusiasts,

which is already rumored to be quite saturated.

One direction GoPro should take with its brand expansion is to target millennials in the

tourism industry. A recent report has indicated that young people are traveling more, traveling

longer, and spending more money. "In 2012, $217 billion of the $1.088 trillion tourism ‘spend'

worldwide came from young travelers, an increase that vastly outstripped that of other

international travelers. Young travelers now represent 20% of international tourism, making the

group an important economic force” (Mohn, 2013). Furthermore, “the travel consultancy found

that millennials, who range in age from 18-35, are expected to spend incrementally more on

travel services than any other age cohort during the next 12 months” (O’Neill, 2014). These

statistics are interesting since “more than half of current GoPro customers are in their early

twenties" (GoPro, 2014). Since GoPro would seek to expand itself into this market, it can use

this group to increase mainstream market demand and increase overall social media

engagement.

GoPro already has the attention of athletic millennials, but as the above statistics show,

they have huge potential with other millennials in the tourism industry. Very recently, Marriott

partnered with GoPro to let their guests borrow HERO4 cameras at 18 of their Caribbean and

Latin locations (Zaharoff, 2015). This was, in part, to target the adventure travel industry —


an industry, that between 2009 and 2013, grew from an $89 billion to a $263 billion sector

(Zaharoff, 2015). What GoPro should focus on, if it wishes to expand its audience, is that

adventure travel doesn’t have to be extreme travel. Though it includes paragliding and cliff

diving, it also includes canoeing and bicycling — things that more Millennials do.

Millennial travelers consider themselves explorers — not tourists. “They seek authentic

experiences. From learning something new from a local perspective to volunteer traveling,

millennial travelers believe they should address causes that are important to them” (Nelson,

2014). Furthermore, this group travels frequently, looks for instant gratification, demands WiFi,

and are considered a “a tech-savvy generation that values social connections, convenience

and opportunities to indulge in luxuries” (Nelson, 2014).

Primary Message: Forget your bulky, expensive camera equipment when traveling. Enjoy the

adventure and capture high-quality content with a lightweight, affordable, and portable GoPro

camera.

Secondary Messages:

• “When considering travel, millennials are almost twice as likely as non-millennials to book a

vacation that includes outdoor adventure activities like mountain climbing, hiking, river rafting

or camping” (Fromm, 2014).

• “Six in ten millennials would rather spend their money on experiences than material

things” (Millennials Expected, 2014).

• “24% of millennial travelers (between the ages of 18-35 are planning to take more overnight

trips for leisure purposes in the year ahead” (Millennials Expected, 2014).

Primary Message: The adaptability and unique features of GoPro cameras allow you to

instantly capture and share your content anywhere.

Secondary Messages:

• “Virtually all millennials (97%) post on social networks and share experiences with friends

while traveling” (Goldberg, 2014).


• “Almost three in four Millennials (73%) post to social media at least once a day when

traveling” (Goldberg, 2014).

• “Facebook is the most popular place to post vacation photos overall, but for 18 to 34 year

olds, it’s much more likely that they will post on Twitter or Instagram” (Cooper, 2015).

Future: Millennial Travelers (Privacy Concerned)

Millennials may be social, but that should not be confused with the assumption that

they do not care about privacy. For many millennials, privacy concerns are huge issues. A

recent study from Pew Research Center showed that millennials are much less trusting than

other Americans. For example, “just 19% of millennials say most people can be trusted,

compared with 31% of Generation X’ers, 37% of Silents and 40% of Boomers” (Drake, 2014).

Furthermore, another Pew Research study showed “that about the same percentage of 18 to

29-year-olds and 30 to 49-year-olds used private or friends only privacy settings on social

media” (Miller, 2012).

This shift to privacy appears to show an overall maturation in the Internet and in

millennials themselves. Millennials are concerned about what is posted publicly online,

because they have recently realized that an inappropriate picture or video may cost them a job

or acceptance into their dream university. These fears have therefore increased their vigilance

to personal privacy online.

As GoPro seeks to expand its market demand into the tourism industry, it is important

they appeal to this section of the public to help stimulate growth and demand. However, with

the privacy concerns faced by GoPro, it is also imperative that they avoid scaring off privacy-

concerned millennials off from the beginning. The brand must position itself as trustworthy and

transparent to gain acceptance from privacy-concerned millennial travelers.

Primary Message: Travel worry-free with GoPro, since every GoPro device follows strict

industry-standard security protocol. To ensure and maintain the highest-level of cyber-security

protection for your device, change your password often.

Secondary Messages:


• 19% of millennials say most people can be trusted, compared with 31% of Generation X’ers,

37% of Silents and 40% of Boomers” (Drake, 2014).

• “About the same percentage of 18 to 29-year-olds and 30 to 49-year-olds used private or

friends only privacy settings on social media” (Miller, 2012).

• “44% of adults have deleted comments made by others on their profiles — up from 36% in

2009” (Miller, 2012).

• “37% of adults have removed photos they have been tagged in, which was a 7% increase

from 2009” (Miller, 2009).

Influentials

Brand Advocates

Influentials are individuals who have the credibility to effectively give advice, affect

opinion, or call for action. Influentials are typically heavy consumers of media and possess

significant information and expertise. Most importantly, they are trusted” (Wilson & Ogden,

2008, p.55). As previously stated, GoPro already has many influential relationships with those

in the athletic industry to help reach its target market of extreme sports enthusiasts. However,

if GoPro wishes to expand its market, it is going to have to build relationships with other

influentials outside of extreme sports.

Therefore, if GoPro wishes to expand its market to the tourism industry, it needs to

create relationships with trusted individuals in that industry — i.e. brand advocates. “True

influence requires two things: audience and advocacy. Advocacy is driven by the depth of

conviction, and influencers typically are less committed to the product or company than are

actual customer advocates” (Baer, 2015). Therefore, a brand advocate can be defined as any

customer who has been chosen to speak on behalf of a brand without commission (Mershon,

2011).

GoPro should seek to build relationships with popular travel bloggers and perhaps,

create a GoPro agent group of its own — similar to Ford’s Fiesta agents. These advocates

would share their experiences via social media and blogging/vlogging, which would be ideal for


GoPro, since the company heavily relies on user-

generated content to fuel its marketing efforts.

Furthermore, “advocates are 70% more likely to be

seen as a source of reliable information.

Additionally, brand advocates are 50% more likely

to create content that influences a purchase” (Mershon, 2011). GoPro can use the power of

brand advocates to help expand its visibility as it enters the travel market.

Interestingly enough, “while women are cited as greater drivers of commerce than men,

there's not a huge difference between the sexes when it comes to brand advocacy. 53% of

identified brand advocates were women while 47% were men. Furthermore, when it came to

identifying ethnicities, an overwhelming majority of brand enthusiasts were white (65%),

followed by Hispanic (17%) and African-American (12%)” (Akhtar, 2014). Most of brand

advocates have moderate incomes as well — 67% make less than 75K per year and 41% have

household incomes less than 41K per year.

One of the most interesting and sought-after ideals of brand advocates is that they use

their platform to help people. It’s not all about

money. 73% of advocates stated that they

communicate with others via social media because

they want to tell others about a great experience,

and 71% claimed that they wanted to help others

(Mershon, 2011).

Primary Message: Because you are recognized and known as a trusted travel influential on

social media and the Internet, your public feedback of our devices will be key as GoPro

expands its market penetration.

Secondary Messages:

• Consumers trust 92% of brand advocates (Baer, 2015).

Source: Social Media Examiner, 2011



• Brand advocates are 4x’s more likely to spend more money with the brand in the future

(Akhtar, 2014).

• “Advocates are twice as likely to share product information on social networks than average

web users. In fact, social media is their first choice for sharing their insights” (Mershon,

2011).

• “Advocates are 3 times more likely to share brand information with someone they don’t

know” (Mershon, 2011).

• 58% of brand advocates value having a good relationship with the brand they support

(Mershon, 2011).

Social Media Managers of Sports Teams

“Brand ambassadors. Content managers. Evangelists. These are all words that are

often used to describe the constantly evolving social media manager of today” (Aquino, 2011).

Social media managers oversee the design and execution of social media marketing strategies

and seek to drive growth among their audiences, as well as, strengthen and grow their own

brands.

Most social media managers tend to be female over male — 62% of social media

manager candidates are female, while 38% are male. Additionally, they often define

themselves with the following qualities: “out of the box” thinkers, influentials, purpose-driven,

attentive, and adaptable (Aquino, 2011). Finally, their salaries can range anywhere from

$34,432 to $56,571 per year.

GoPro can look to social media managers, specifically those of sports teams to help

increase its visibility and grow its market demand. While GoPro does have many connections

in the action sports community, they could use this opportunity to advance to more

mainstream sports on the collegiate, Olympian, and professional levels as well.

Primary Message: Let GoPro devices take your social media marketing campaign to the next

level. Our high-definition videos and pictures will ensure your fans get a front row seat to all of

the action, and you will get engagement, growth, and visibility in return for your team.


Secondary Messages:

• “Content sprinkled with compelling images get 94% more total views on average than those

without” (Eaves, 2014).

• “67% of online consumers consider clear, detailed photos to be more important than product

information or even customer ratings” (Eaves, 2014).

• “Online video audiences are expected to double in 2016, reaching 1.5 billion globally” (The

Rise of Social Video, 2013).

• “85% of the U.S. Internet audience viewed online video in April 2013, and video advertising is

now up to 13.2 billion monthly views in the U.S. alone” (The Rise of Social Video, 2013).


Strategies and Tactics

GoPro has five primary key publics that are vital to the brand’s future longevity and

growth. They are as follows: the action sports community, millennial travelers (social and

privacy-concerned), brand advocates, and social media managers of sports teams.

These key publics will help GoPro achieve its overall campaign goals of increasing and

expanding market demand and improving its consumers’ overall trust. The proposed

strategies and tactics in this section seek to build relationships with the aforementioned key

publics and ultimately motivate action on their part (Wilson & Ogden, 2008, p.102).

Consumers

GoPro’s consumer base can be divided into two categories: traditional and future.

GoPro’s traditional consumers are made up of the action sports community, while GoPro’s

future consumers are made up of millennial-aged travelers. However, this traveler group can

be further broken down into two smaller subsections: social travelers and privacy-concerned

travelers.

It is recommended that GoPro target its action sports community and privacy-

concerned travelers with messages about the safety of its devices. Since the action sports

community is GoPro’s oldest and largest community, it is imperative that these users remain

loyal to the brand. In addition, privacy-concerned travelers will be weary of GoPro’s devices

after its recent privacy issues made national headlines, so it is important that they are targeted

as well.

GoPro will hold a press conference, publish privacy-related documents, and publish

short videos about camera and password security to increase brand and product trust among

these publics. Concerning the press conference, CEO Nick Woodman will be the main speaker

of the event since he founded and best represents the brand. A press conference will allow the

media to ask GoPro questions about the privacy of its devices. It will also give GoPro a

chance to answer those questions and help repair its reputation in some consumers’ minds. In


addition, privacy documents, like press releases, will be distributed to the media and shared on

GoPro’s website and social media channels. This will give the general public a chance to

better understand the privacy features on GoPro’s cameras and ask their own questions on

social media. Finally, GoPro will create short privacy videos that can be shared across

Facebook, Twitter, Vine, Instagram, and YouTube. This will allow for wide reach and a strong

impact. The videos will educate their publics on the importance of password security and

promote the security features programmed into all GoPro cameras.

Additionally, it is recommended that GoPro target social media-oriented travelers to

increase both brand engagement and brand visibility on social media. GoPro can use social

media to generate positive reviews, respond to feedback, and publish user-generated content

from these travelers. It is recommended that GoPro create specific hashtags and handles that

will allow these users to share their travels in a more visible and easily accessible place. These

hashtags and handles would be representative of GoPro’s existing partnerships in the travel

industry — i.e. Marriott hotels. It is believed that this will allow GoPro to attract other publics to

its brand, and thus, expand both brands’ overall awareness. Additionally, it may encourage

Marriott to expand their GoPro camera program to other hotel locations or encourage other

travel-related organizations to partner with GoPro.

However, it is important to note, that GoPro should always ask for permission when

sharing any user-generated content. A recent study from Pew Research Center showed that

Millennials are much less trusting than other Americans. For example, “just 19% of Millennials

say most people can be trusted, compared with 31% of Generation X’ers, 37% of Silents and

40% of Boomers” (Drake, 2014). If GoPro wishes to attract millennials to its brand, it must

show that it is a brand that they can trust.

Traditional: Action Sports Community

Strategy one: Hold a press conference to address the security features and privacy settings on

GoPro’s cameras.

Tactics:


• Present and reiterate the key message of GoPro cameras being both safe and secure.

• Appoint CEO, Nick Woodman, as the speaker for the event.

• Invite appropriate media channels, executives, donors, stockholders, GoPro supporters,

brand representatives, affiliated athletes, and any relevant VIP’s to attend the event.

• Issue media alerts before the event and distribute post-event releases/information packets

after the event.

• During the event, make time for questions and answers regarding the security of GoPro

cameras.

Strategy two: Increase brand and product trust by publishing privacy-related documents about

GoPro’s cameras to their website.

Tactics:

• Publish press releases to GoPro’s website that discuss the safety and security features of

their cameras.

• Share press releases on social media networks (mainly Facebook and Twitter) to gain better

reach with the action sports community.

• Respond to questions and comments on social media in a timely, polite, and informative

manner.

• Contact appropriate media networks to cover the story and help quell any privacy-related

fears the action sports community may have towards GoPro’s cameras.

Strategy three: Publish privacy setting videos about the safety of GoPro cameras and the

importance of password security to GoPro’s website and its social media networks.

• Create short videos (approximately 2 minutes or less) to educate users on the importance

password security and promote the security features on all GoPro cameras.

• Feature Nick Woodman in the videos in order to create a better connection with the intended

audience.

• Share and promote the videos on GoPro’s website and social media channels (Facebook,

Twitter, YouTube, Vine, and Instagram).


• Contact appropriate media networks with press releases about the privacy videos.

Future: Millennial Travelers (Social Media-Oriented)

Strategy one: Increase positive social media engagement through sharing of user-generated

content on GoPro’s social media networks.

Tactics:

• Search for user-generated content from millennial-aged travelers across social media

channels.

• Receive consent from users before sharing or repurposing their content.

• If consent is given, frequently share their user-generated content on GoPro’s social media

networks (Facebook, Twitter, YouTube, Vine, and Instagram).

• Respond on social media to users’ comments/questions in a timely manner.

Strategy two: Increase brand visibility by encouraging users to share their travels on social

media by promoting specific hashtags and handles.

• Create specific hashtags or handles that are reflective on GoPro’s strategic partnerships in

the travel industry. Example: GoProxMarriott.

• Through social media, encourage travelers to tag their photos or videos with the specific

hashtag or handle to increase overall brand visibility.

• Search through social media posts containing that hashtag or handle, and after obtaining

permission from the user, repost on GoPro’s social media channels.

Future: Millennial Travelers (Privacy-concerned)

Strategy one: Publish privacy-related documents about GoPro’s cameras to their website.

Tactics:

• Publish press releases to GoPro’s website that discuss the safety and security features of

their cameras.

• Share press releases on social media networks (mainly Facebook and Twitter) to gain better

reach with the millennial traveler community.


• Respond to questions and comments on social media in a timely, polite, and informative

manner.

• Contact appropriate media networks to cover the story.

Strategy two: Publish privacy setting videos about the safety of GoPro cameras and the

importance of password security to GoPro’s website and its social media networks.

• Create short videos (approximately 2 minutes or less) to educate users on the importance

password security and promote the security features on all GoPro cameras.

• Share and promote the videos on GoPro’s website and social media channels (Facebook,

Twitter, YouTube, Vine, and Instagram).

• Contact appropriate media networks with press releases about the privacy videos.

Strategy three: Obtain permission before sharing user-generated content to build trust with

privacy-concerned travelers.

• Always ask permission before sharing user content on GoPro’s social media channels.

• Have them respond with a related hashtag if they want their content to be featured by

GoPro.

• Example: Hi, did you take this picture, and if so, can we share it on our account with credit

to you? If so, please comment with #yesGoPro. You can view our terms at: gopro/terms.

Influencers

GoPro’s influencer group can be divided into two categories: brand advocates and

social media managers of sports teams. Both groups have very powerful influential potential

over GoPro’s consumer bases of the sports community and millennial travelers. Furthermore,

both groups have the power to broaden GoPro’s reach and help increase market demand.

It is recommended that GoPro target brand advocates, specifically trusted millennial

travel influentials and bloggers, to increase their visibility as they enter the travel industry.

GoPro should send out cameras and other branded products to these influentials for review

and personal use. “Advocates are 70% more likely to be seen as a source of reliable


information. Additionally, brand advocates are 50% more likely to create content that

influences a purchase” (Mershon, 2011). GoPro would encourage these advocates to post

reviews of the products on their blogs and social media channels. Additionally, they would be

encouraged to post pictures and videos taken with the devices to their blogs and social media

channels. GoPro would share their content on its own social media channels as well. This

effort would seek to increase market demand for GoPro products from millennials in the travel

industry and allow GoPro to advance deeper into that market.

Concerning social media managers for sports teams, it is recommended that GoPro

partner with collegiate, professional, and even Olympic sports teams to further visibility and

increase market share. Nick Woodman would send out personalized video pitches to these

sports teams to attract their social media managers. Since GoPro has already partnered with

the NHL and Sochi winter Olympians, it should not be difficult to build on this momentum and

broaden its partnerships to other sports groups. Sports teams would then be subdivided into

different “Team GoPro” groups, which would be featured on GoPro’s website — i.e. “Team

GoPro: Rio2016” or Team GoPro: Pittsburgh Steelers.” All affiliated teams would receive

GoPro devices and products, which would capture their teams’ content and later be shared on

their social media channels. GoPro would additionally have access to their content and be

able to share it on its own website and social media channels. It is not recommended that

GoPro target any more than 5-10 teams for each subgroup, excluding Olympian which would

target specific athletes rather than established teams.

Brand Advocates

Strategy: Partner with trusted millennial travel influentials and bloggers to enhance GoPro’s

visibility as it enters into the travel industry.

Tactics:

• Send brand advocates GoPro products to review and feature on their blogs and social

media channels.


• Have GoPro brand advocates post reviews of products and pictures or videos taken with

GoPro cameras on their travels to their blogs and social media networks to broaden GoPro’s

viability with millennial travelers.

• Publish and feature advocate reviews and content on GoPro’s social media channels and

website.

Sports Teams Social Media Managers

Strategy: Partner with social media managers for sports teams (college, professional, and

Olympic) to further brand visibility and increase market share in the sports community.

Tactics:

• Create personalized video pitches from Nick Woodman to attract athletic team social media

managers.

• Assimilate different teams called “Team GoPro” (made up of 5-10 different teams) to

represent collegiate, professional, and Olympic sports teams.

• Provide GoPro devices and products to athletes on “Team GoPro”.

• Email affiliated social media managers frequently and encourage them share their team’s

GoPro content across their social media channels.

• Publish “Team GoPro” content to GoPro’s website and social media channels.

• Contact appropriate media with a press release about the sports team partnerships.


Evaluation Plan

Objective

60 days from the start of this campaign, increase brand engagement with GoPro by 15% on

social media.

Criteria

GoPro social media engagement increased 15% among millennial travelers by the 60 day mark

of this campaign.

Tools

GoPro’s social media engagement rates can be monitored through social media

monitoring programs and social media intelligence platforms. One popular social media

monitoring program is Hootsuite. Hootsuite would allow GoPro to monitor most of its current

social media networks in one place and interact with consumers in real-time. The program

also offers weekly analytics reports, which GoPro can use to track its engagement rates on

specific posts, videos, or pictures. For example,

they could track analytics relating to the reach of

their privacy videos or click-through rates on links

posted to prospective key publics. They could even

measure overall follower growth as a result of this

campaign. Additionally, GoPro should consider

using a social media intelligence program, like

Unmetric, to analyze it’s current social media effort and ideate better content to specifically

reach social media savvy millennial travelers. The program offers its own set of analytics,

which GoPro can use to help create better content and also see why certain content failed.

Objective

Source: Unmetric, 2015


12 months from the start of this campaign, increase mainstream market demand for GoPro

cameras by 30%.

Criteria

GoPro saw a 30% increase in market demand for their products from key publics by the 12

month mark of this campaign.

Tools

Both GoPro’s market share and market demand should be monitored through Market

Watch. It is recommended that GoPro check Market Watch daily to monitor and track its

market share.

Additionally, GoPro should use network analysis software, like Affino, to identify brand

advocates and influencers to help increase market demand. Network analysis views

relationships as connections. Some people may have 1 or 2 connections, while others may

have hundreds or thousands. "Hubs or influencers in

networks can be identified by looking for people who

are highly connected in comparison to the remainder

of the network. Because they’re better connected,

these are the people to bring on board with an online

campaign, to help maximize its chance of

successfully reaching the greatest number of

people" (Parkin, 2014). Network analysis would let GoPro study these social groups in-depth

and identify possible brand advocates for the company to target. Additionally, Affino could

help GoPro break down data to target their specific audiences — millennial travelers, sports

social media managers, and the action sports community.

Finally, GoPro could use a program like Traackr to reach out to its influencers and

brand advocates. Any emails or videos that are sent out to these groups would include a call-

to-action, which would keep track of those who sign up to be apart of “Team GoPro,” or those

who wanted to be brand advocates for the company.

Source: SMR Foundation, 2015


Objective

6 months from the start of this campaign, increase brand visibility of GoPro products by 40%.

Criteria

GoPro saw a 40% increase in brand visibility by the 6 month mark of this campaign.

Tools

GoPro should monitor any specific hashtags it

creates with hashtag tracking programs like Tagboard.

These programs track hashtags across all of the major

social media networks, so GoPro can easily monitor its

overall visibility online. These programs also offer

analytical options, which would allow GoPro to measure

the hashtag’s success rate or failure.

Additionally, it is recommended that GoPro be involved in some type of media content

analysis to monitor what people are saying about the brand and/or its products. GoPro could

use programs like Google Alerts or Mention to track sources of GoPro-related stories and

their authors, tones, and topics. This would be a great way to track brand advocate reviews of

GoPro products, as well as, any “Team GoPro” content that is released.

Objective

12 months from the start of this campaign, aim to increase key public’s trust of GoPro and its

products by 20%.

Criteria

GoPro saw a 20% increase in brand and product trust among its key publics by the 12 month

mark of this campaign.

Tools

One way GoPro can monitor trust within its key publics is to measure the impressions,

reach, and views of its privacy settings videos that will be released throughout the time of this

Source: ARA Mention, 2015


campaign. For example, if a GoPro posts these videos on its Facebook page, the company

can monitor the success of the videos via Facebook Insights. YouTube offers a similar tool

called YouTube Insights. YouTube Insights additionally offers discovery events, ratings tools,

audience demographic tools, an option to track traffic sources, and sharing statistics. These

tools would allow GoPro to monitor

anything from what users are saying

about the videos to what type of

audience is watching the videos. GoPro

can even monitor where their videos are

being shared, and what type of users are sharing them.

Additionally, GoPro should use media content analysis to monitor what is being said

online about the brand. Aforementioned programs like Google Alerts and Mention can be

used to track stories about GoPro’s privacy concerns and gauge the authors’ and readers’

overall tones and comments. After the company holds a press conference and continues to

publish privacy-related press-releases and videos, GoPro should intensify daily media

monitoring and record the media and public’s reactions and responses to their efforts.



Budget and Calendar (see attachments)

GoPro has five primary key publics that are vital to the brand’s future longevity and

growth. They are as follows: the action sports community, millennial travelers (social and

privacy-concerned), brand advocates, and social media managers of sports teams. These

key publics will help GoPro achieve its overall campaign goals of increasing and expanding

market demand and improving its consumers’ overall trust.

The time-span for this public relations campaign runs over the course of 12 months,

and it would be set to begin as early as this month — July of 2015. The entire budget for the

cumulative plan is competitive, coming in at a total of $99,097.55. The strategies and tactics

outlined in the attached sections will help GoPro increase its overall brand visibility and market

demand on a global scale.

Entailed in these sections are a press conference, video production, key public

expansion, user-generated content continuation, many opportunities for influencers from

retaining brand advocates to attracting the social media managers of sports teams, and a slew

of evaluation tools. This cohesive plan, coupled with an attractive budget and attainable time-

table, will be sure to help GoPro advance and grow its brand for years to come.


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IMC 618: GoPro Public Relations Campaign

Marketing

Transcript of IMC 618: GoPro Public Relations Campaign