kelly fossc re a t i ve s t r a t e g i s t

cu r ren t l y q ue s t i on i n g

human beh av i o r

There was a time when I realizedI knew nothing about photography.I knew nothing about advertising.

So I decided to do something about that.So I decided to apply for grad school.

I signed up for a class.I took out a huge loan.

At first, I felt like a poseur with my point-and-shoot camera in a room full of digital SLRs.At first, I felt like I didnt belong, in a room full of trend-setters with real-world experience and big ideas.But then I realized nobody really knew anything.

Then one assignment made all the difference.Then one day I had a breakthrough.

While walking to an outdoor concert, I saw something in a sunset. I adjusted my aperture and took a picture.I gave two back-to-back presentations. One on overcoming my greatest fear, parallel parking. The other was a pitch to a local client.

The next class, my classmates marveled at the image. My instructor used it as an example of good composition. He saw something in me.After the first presentation, my friends told me they laughed so hard they cried. After the second, we won the business. I saw something in myself.

I hope you find a glimpse of something here you like.

v cu b r andcen t e r Richmond, VA Aug 2008 to Present

I remember the first few months of school distinctly. Late nights, group fights, surviving on takeout food and being pulled in all directions. I vividly recall the fateful nights before the big presentation; sheer panic inevitably took over as scripts were rewritten, thoughts were reorganized, and last-minute videos were cut. There were nights I couldnt believe I got home at 4am, freaking out because that meant only 2 hours of sleep before an early run-through the next day. Since then, weve become better at managing stress, and more focused on what has the capacity to go right than we are fixated on what might fall apart. My perspective has completely changed. Now when I get home by 4am, I cant believe how lucky I am to get those 2 hours of sleep.

v i r g i n i a t e ch Blacksburg, VA Aug 2002 to May 2006

Although Id love to be able to tell you I always planned to get into advertising, that wasnt always the case. I began as a Psychology major, fascinated by what motivations lie behind peoples actions. Im sure you hear that all the time. But after a whirlwind of misguided advice, I switched my major to Marketing because it was far more practical. It not only guaranteed I would find a job following graduation, but more importantly, it also safeguarded me from ever having a reason to go to grad school.

the cu l tura l ar ts center at g len a l len Glen Allen, VA Sept 2006 to Aug 2008

When I started this nonprofit art center, I was the youngest person on the staff. I first worked at the front desk, where I managed the box office, held multiple phone conversations at once, and became an expert at unjamming our quirky copy machine. Before long, I was trading books with the custodian and insults with the bookkeeper from Jersey. Soon I was promoted to writing grants, taking minutes at board meetings, planning for gallery openings, and running our volunteer program. It was a great place to work because I got exposed to so many new things. I took shameless advantage of the staff discount on classes, dabbling in digital photography and salsa dancing and racking up on $3 guitar lessons. I probably learned just as much off the job and behind-the-scenes as I did behind my desk.

creative brief

BackgroundThree brands - BMW, Lexus, and Mercedes - currently dominate the U.S. luxury vehicle market in terms of sales and recognition. These leaders have built their success by impressing very specific notions of what status and luxury should be in the minds of consumers. While BMW is known for its performance, it also carries an image of ambition to the point of pretension. Lexus is seen as a compromise between sporty and practical, and as a result, its drivers are viewed as too timid for a "real" performance vehicle. Maybe they covet the status more than they crave the drive itself. Mercedes-Benz carries with it a stately image, one that has perhaps grown too old to appeal to Millennial consumers.

Why let your ego dictate what you should drive? And why allow luxury to quiet your connection to the road? Audi is in a position to challenge these conventions as a luxury brand that stands for something entirely different, relating to Millennial consumers in a way that is anything but outdated and contrived.

Who are we talking to?Men and women between the ages of 25 and 34 who prefer luxury vehicles. They love to drive for the way it makes them feel - and they want to support a brand that puts them in touch with that feeling. They see through the carefully constructed notions of luxury that the other luxury brands are feeding them. Our target is open to a new take on what luxury could be.

What are we trying to accomplish?Redefine Audi as the luxury brand that is not afraid to show its depth, its colors, and its ability to rethink the category. Strike a chord with the target to ensure Audi makes their consideration set.

creative brief

The perfection of Audis engineering rewards the driver every time. Audis vehicles serve as an extension of the driver, enabling a closer connection to the road. The superior handling and responsive controls are spine-tingling, reminding the driver that Audi is a drivers car.

Status is not the primary motivation to buy an Audi. The market for status symbols is cornered by the competition. Audi exists in a new territory, informed by the exhilarating feeling of being behind the wheel and sustained through positive, approachable messaging.

Audi has evolved past the traditional perception of luxury. Audis brand is forward-thinking, second-guessing conventional luxury in favor of a more light-hearted approach to the category.

They see luxury as being unapproachable. Our target describes themselves as adventurous and outgoing - anything but elitist - which makes it hard to relate to brands that rely on what others think to assert themselves. They are looking for a car brand that can speak to them authentically, without pretense.

Getting behind the wheel still gives them goosebumps. They feel the rush of anticipation before they drive. To them, driving is more than a sense of empowerment. Its the liberated feeling they get, reminiscent of that first time they were handed the keys.

Success doesnt have to be six figures. These drivers dont rely on social validation. Neither are they keen on using material goods to affirm their status. Success to them is not calculated and cutthroat ambition. Rather, it is more aspirational - a product of decisions made moment-by-moment.

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WHY IS AUDI RELEVANT TO THEM?

What is the single-most important point?Audi injects joy into the luxury category.

What personality do we want to convey for the brand? Adventurous, approachable, free-spirited.

SEGMENTATION STUDYBEER DRINKERS

RESEARCH METHODOLOGYInterviewed several beer drinkers to shotgun our thinking and help us develop initial insights

Drank up the wisdom of secondary sources, such as LexisNexis, Business Source Complete, and Mintel reports to gain perspective into the beer industry

Surveyed 53 beer-thirsty respondents, based on what we learned, to uncover their deep-seated thoughts and hear their stories

Threw back a few beers in the name of research, in order to help us better understand the intricacies behind each segment

EPICURES

Refined tasteKnown for their zealous pursuit of beer that is worthy,they are a tough crowd to impress. Armed with a discriminating palate and a mouthful of opinions,they will gladly let you know what they think about their latest beer discovery or mishap.

Beer personalityThey exhibit a strong preference for quirky beers with an interesting background story. To others, it may seem like they purposefully choose obscure brands. Epicures dont care; theyre looking for beer brands with personality.

My favorite beer?Kronenberg in a bottle or Warsteiner on tap.If its available. These usually arent.

Favorite brands: Rogue, Harpoon, Victory, Ommegang, Duvel, Chimay, Fat Tire, and KronenbergFun fact: Compared to the other segments, Epicures are more likely to be older and male (71% are male).

Prefer specialty beersEpicures are characterized by theirardor and appreciation for beer and how its made. Not surprisingly, they have an affinity for microbrews and local breweries.

CHAMELEONSEclectic tastesWhat sets Chameleons apart from the other segments is their versatility. Their tastes span from PBR to Three Philosophers, confounding beer novices and connoisseurs alike. Most interestingly, their drinking decisions are largely based on their mood.

Beer discoveryBecause of their spontaneous nature, they areprone to discovering new beers. In fact, 88% of this group reported frequently trying new beers.

Price responsiveThis segment is just as fickle when it comes to pricing.They might have one brand in mind as they enter the store, but if the price doesnt agree with their wallet, theyre just as happy with their second choice.

There are many different choices for many different moods.

Favorite brands: Any and everything, from Yuengling and Guinness to Smithwicks and Dogfish HeadFun fact: Relative to the other segments, Chameleons are more inclined to drink late-night.

HEDONISTS

Value-drivenHedonists seek a balance between price and taste, and price almost always wins. When it comes to the flavor of beer,they rate good beer in terms of its imperceptible aftertaste.

Im a cheap bastard and Im usually only drinking to get drunk.

Favorite brands: Bud Light, Miller Lite, Coors Light, PBR, Busch, and Natural LightFun fact: Hedonists are most likely to enter into a love/hate relationship with beer. They hate the taste, but they love the results.

BEERDeveloped tastesThis segment prefers to drink premium, recognizable brands. They bring their own beer to the party and they dont like settling for less.

Image consciousCompared with other segments, Beer Snobs tend to define themselves by the beer they drink.

High expectationsSometimes viewed as hard to please, this segment has strong preferences when it comes to how their beverages are served. Blue Moon must be served with an orange slice.And dont even bother opening a bottle of Modelo Especial if you havent got a lime.

Id choose any Mexican beer over American because of the flavor and use of a lime.

Favorite brands:Newcastle, Blue Moon, Sam Adams, Bass, Dos Equis, Modelo, and Stella Artois Fun fact: Beer Snobs are more likely than other segments to allow their friends to influence which new beers they try.

SNOBSDrink for pleasureHedonists drink for the sheer joyof drinking. They are more concernedwith the effects of alcohol than thetaste of the beer. This may explaintheir unrivaled appreciation fordrinking games.

Brand loyalPerhaps because they view beer as a means to an end,they arent likely to deliberate over which brand to buy in the grocery aisle. They tend to stick to one or two favorite brands.

The Flying Dog microbrewery initially began in Aspen,Colorado. But the idea itself was borne out of an amateur hiking expedition in the Himalayas. After narrowly escaping death,the two founders grab a few drinks at a local hotel, where they notice a painting of a flying dog.It occurs to them that maybe no one told this particular dog it couldnt fly. Out of this idea came their mantra: Its amazing what you can achieve if nobody tells you, you cant.

Purposeful in the pursuit of making bold,yet highly drinkable craft beers and provocative and

irreverent in the way we view and communicate with the world around us.

THE FLYING DOGBRAND STORY

ADVERTISINGFlying Dog almost exclusively practices non-traditional advertising. According to their Marketing Director, the brand is perhaps best known for their Good beer. No shit. debacle. They made headlines for printing the aforementioned inscription on the caps of their Road Dog Scottish Porter.

Flying Dog recently gained recognitionfor pioneering the idea of creating a collaborativebeer in the states. They solicited suggestions from homebrewers on their blog to craft a Doppelbock beer, which they named Collaborator.The recipe and label are shared on their website.

The brands provocative nature is reflected in names of their brews, such as the Doggie Style Classic Pale Ale and the In-Heat Wheat Hefeweizen. This attitude is mirrored in the design of their labels and the recipes themselves.

MARKET POSITION

OPEN SOURCE BEER

This segment would appreciate the passionate irreverence Flying Dog puts into making its craft beers. The brands profane attitude and non-conformist outlook would resonate with our target.

BRAND PERSONALITY

Epicures would respond well to Flying Dogs artistic, engaging branding. They prefer brands that fly underthe radar with non-traditional communications.

Our target would relish the opportunity to take part in the beer creation process. And they would respect a brand that invites opinions and builds a sense of community among its fans.

COMMUNITY FOCUS

RECOMMENDATION: EPICURES

NON-TRAD APPROACH

brand campaign

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35-44 45-54 55-64 65+NOVA Discovery Science Channel

BACKGROUNDNova is a weekly anthology series on PBS that explores hidden truths within the field of science. Its hour-long documentary-style programs are best known for their in-depth coverage of ancient civilizations, space and technology. Novas current messaging exists only to promote the next episode. As a result, the brand is in search of a more cohesive brand position, a larger message that can unify its episodes.

This is now more important than ever, since Nova has been losing ratings to its closest competitors, the Science Channel and Discovery Channel.

CAMPAIGN OBJECTIVESImprove brand relevance. We need to give consumers more context for how Novas programs can fit into their lives. We must give them not only a reason to tune in to an hour-long program but also reason to believe the brand can live beyond its one-hour time slot.

Raise brand awareness. We need to connect with a larger audience who would appreciate what Nova has to offer.

OPPORTUNITYCompared to the Science Channel and Discovery Channel, Nova has a much older following. These networks have met success by creating more approachable messaging to appeal to a wider audience, those who prefer bite-sized pop science.

Although Novas content is perceived as niche and academic, we saw the potential for it to connect to a wider demographic without sacrificing its smartness. We saw the opportunity to broaden Novas appeal to include a younger audience, 35- to 44-year-olds.

INVESTIGATORSwant to ask questions

REPORTERSwant to be seen

as an expert

SPECTATORSwant to be entertained

PROF

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DRIVEN BY INNATE CURIOSITY DESIRE TO GET CREDIT FOR BEING THE FIRST TO KNOW

DRIVEN BY A PASSIVE INTEREST ACROSS A VARIETY OF TOPICS

WANTS TO ASK QUESTIONS WANTS TO BE SEEN AS AN EXPERT WANTS TO BE ENTERTAINED

PROGRAMS THAT CHALLENGE ASSUMPTIONS OR EXPLORE DEEPER TRUTHS

PROGRAMS THAT ALLOW THEM TO FEEL SMARTER OR MORE CONNECTED TO THE WORLD AT LARGE

PROGRAMS THAT BROADEN EXPOSURE TO NEW THINGS; ENTERTAINMENT OFTEN BEATS OUT EDUCATIONAL VALUE

INVESTIGATOR REPORTER

NOVA SCIENCE NOW, HOW ITS MADE, DECONSTRUCTED

PLANET EARTH, POP SCIS FUTURE OF, HOW THE EARTH WAS MADE

MYTHBUSTERS, CASH CAB, HEAVY METAL TASK FORCE, SHARK WEEK

TARGET SEGMENTATIONNova told us their content best connects with the Explorer archetype. We took this a step further and identified three types of explorers.

We chose to focus on the Investigator and Reporter segments as our core audience, although our campaign engages all three segments in different ways.

SPECTATOR

INSIGHTS

STRATEGY

NOVA IS THE MOST CREDIBLE WINDOW INTO

THE UNKNOWN.

NOVA IS DECIDEDLY OBJECTIVE ABOUT HOW THEY DELIVER INFORMATIONUnlike its counterparts, the Science Channel and Discovery Channel, Nova never sensationalizes the content or lets the message take the backseat to a celebrity host. No clever tricks are used to keep the audience engaged.

NOVA MEANS SCIENCE AT ITS SMARTESTNova allows the content to shine through without being watered down to appeal to a mass audience. Its shows are intended to challenge the audience. As a result, it relies on the ability of its viewers to pay careful attention as the shows build, immersing themselves in the story as it unfolds.

NOVA GIVES YOU THE MOST CURRENT PICTURE OF THE NEWEST SCIENCE DISCOVERIESThe programs explore areas to their furthest extent, uncovering truths while realizing that they may, in fact, leave you with more questions than answers.

Our print campaign encourages our target to become Dont Know It Alls, buying into the mentality that there exist so many interesting things we have yet to learn about. It will exist in the form of posters and stickers, spread around NY, SF, and LA, where Novas current viewership is the highest to get those already engaged with Nova to think about it on a larger scale. Specific examples give context to how Novas content can change your perspective or get you to think, shaping the way we see the anthology series.

CREATIVE CONCEPT

There are things you know, and things you know you dont know. But what about those things we dont know we dont know?

Nova is everything you dont know you dont know. It shows us that we have an entire lifetime of discoveries ahead of us. This idea is important because it means science isnt just for the experts. It levels the playing field, making the content approachable to anyone with the desire to learn more.

Part of being smart is being aware of how little you know. Users can create a profile page, allowing them to upload photos and share what theyve learned with others. In the example above, the chart displays this users knowledge, including how much he knows, doesn' t know, and doesn' t know he doesn' t know. From the site, users can watch videos and answer trivia to reach different levels of Know It Alls. Ranking is listed to allow users to compete with their friends; those who know the most are most aware of how much there is yet to learn, reaching Dont Know It All status.

WEBSITE

Rather than create a new microsite, we plan to utilize NOVA' s existing website to build upon our campaign. We added a Twitter account to the main site that updates from the Twitter page in real time. Users will login through Facebook Connect, preventing them from having to create another login or join another network. Their activity and status will be able to feed to their Facebook page. By sharing their content with friends, we create a source of free publicity for this nonprofit series with a conservative budget.

The mobile application, Everywhere You Didnt Know You Needed to Go, works along with the website, allowing users to tag favorite spots with photos, videos or trivia they learned. It is powered by Google Maps, adding another layer to how knowledge is shared. NOVA will review and approve content before it becomes accessible to the general public. Each of these features move Nova toward a more interactive experience, extending the concept beyond a television series to connect others through the learning experience.

MOBILE APPLICATION

Everywhere You Didn' t Know You Needed to Go' will extend to locations near public transportation including bus stations and subways. Using a touch screen, commuters can check out different NOVA locations that are nearby and stop along their trip. This additional consumer touchpoint presents a great opportunity for partnerships with brands such as Metro and CTA.

SUBWAY AND BUS STATIONS

A pop-up store called Store of Unknown Unknowns will travel around the country, surprising unsuspecting passersby with what they didnt know would be there. This store would exist for no more than a week at a time in each location to get a buzz started. It will be introduced in NY, LA and SF but may extend to other cities in the future. Fun items sold inside the store would include a black hole aerosol can, a container ofmystery food, and Nova-branded T-shirts - items that would be available online as well as some surprises.

We found that renting out abandoned storefronts costs less than traditional TV and radio advertising, and it would be an unexpected way for a week-long store to raise awareness of a weekly series.

STORE OF THE UNKNOWN UNKNOWNS

MEDIA ROLLOUTWe took into account the motivations behind each segment when deciding which media speak most authentically to them. The investigators would appreciate things that spark their interest or curiosity, as well as outlets to make the learning experience more interactive. The reporters would be drawn to new thoughts and experiences, which would later serve as conversation-starters for them to share what theyve learned. Finally, the spectators, who are driven by passive interest in many things, would appreciate being exposed to this content without having to go out of their way to get involved.

MEETING OBJECTIVESImproving brand relevanceWe have given our target a new lens through which to see the anthology series, making the content more approachable and fulfilling the need to keep learning new things. Weve also given them more places to continue learning, with a social media website, Google presence and mobile application, expanding the Nova experience beyond its one-hour time slot.

INVESTIGATOR REPORTER

Raise brand awarenessWhat we dont know often takes us by surprise, and in this case, some of our target doesnt know about Nova. Our posters and stickers get them to stop and consider how much they dont know, and our pop-up store exposes how knowledge could literally be right around the corner. The conversations generated by the social media, mobile app and merchandise will also help get the word out about Nova.

SPECTATOR

TACTIC COST

15 Interactive Kiosks (NY/LA/San Francisco) 158,100

3 Pop-Up Stores (NY/LA/San Francisco) 150,000

Google/Mobile Development 75,000

15,000 Posters (NY/LA/San Francisco) 59,850

Merchandising (T-Shirts, Stickers, etc.) 37,550

Website Redesign/Additions 25,000

Video Production 10,000

TOTAL $515,500

WHAT WE KNEW WE KNEWWe focused on having cost-effective solutions to promote Nova, working within their $1 million budget, which we knew they were wary about, to come up with creative ways to give them exposure. Since their budget estimate was more than they could afford, we pared it back to about half of that. We believe that this is a much more attainable investment for them to make.

WHAT THE CLIENT HAD TO SAYNova and PBS were receptive to the idea that science should be made approachable and knowledge should be easily attainable rather than put on a pedestal. They felt that it combatted the perception of elitism that both Nova and PBS brands have dealt with for years. And they were elated to discover that our creative ideas were the most affordable they received.

CAMPAIGN BUDGET

brand campaign

5%16%

35%

44%PampersHuggiesPrivate LabelLuvs

OPPORTUNITYWe looked at the relationship between Pampers and the brands core consumer, moms. Despite what some moms might think, dads are playing a greater role at home, not only helping more with grocery shopping and playing with the kids, but also becoming more influential in terms of which brands make it into the shopping cart, according to a generational study funded by BabyCenter. And according to Mintel, the number of stay-at-home dads has risen dramatically over the past 3 years, and its only going to continue to grow. Despite dads indispensable help at home, no diaper brand has spoken directly to new fathers. The economy has created a unique opportunity for P&G to be the first to start the conversation with dads.

BUSINESS PROBLEMPampers is the market-leading premium diaper brand, with 44% of the $4 billion North American disposable diaper market. Despite booming international business, P&Gs Pampers brand is experiencing a steady decline in domestic sales. Due to the economic recession, Americans are trading down to sub-premium brands, like P&Gs Luvs, Kimberly-Clarks Huggies and private label brands like Targets Up and Ups.

CAMPAIGN OBJECTIVESImprove brand relevance and brand momentum. Pampers has made a name for itself by building a relationship with new mothers, the same relationship that all diaper companies make. But with the entire categorys messaging all being the same, we must find a way to stand out in the minds of new parents. Defend market share and sales in this increasingly competitive category.

TROJAN HORSE SECRET PLANOur campaign is unique because it uses what we call a trojan horse technique. From the outset, it appears as if were targeting dads. And we are. But we also know that by doing so we will win over the millions of moms as well. After all, 86% of moms say they favor brands that encourage dads involvement (Silver Stork Research). While we win over influence with dad, we will also be reinforcing the influence of Pampers in the minds of their loyal core consumers: moms.

STRATEGY Pampers is moms partner

in getting dad more involved with diaper duty.

When Im home Ill do whatever I need to do. She lets me know when Im not pulling my weight.

Whoever has time off takes the lead. It all evens out in the end.

We often tag-team things, like getting him ready for bed, which makes it more

fun - more of a family event.

In D

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1Do It All Dads

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Doing Their Darndest Dads

Defiant DadsIn Denial Dads

Help mom out whenever they can, whether cooking or changing diapers

Refuse to help with certain chores, prefer gender-defined responsibilities

Have all the best intentions of being more involved, but it doesnt always work

Refuse to openly talk about parenting, and who do their share but dont really like it

TARGETThere are 36 million dads whose partner is either expecting, or has a child 2 years or younger. After countless surveys and interviews with new parents, we uncovered four segments of dads. We chose to focus on the Doing their Darndest Dads and In Denial Dads (a combined target of 21.6 million) who want to be better fathers but just need a little nudge. The Doing Their Darndest Dads are looking for a little acknowledgement that they do help out around the house. And the In Denial Dads are seeking social acceptance - reinforcement that its okay to be an involved father.

Pampers

FREQUENT FAVOR REWARDS CARDOur first ad comes in the form of a frequent favor rewards card, and acts as an incentive to change more diapers. Dad can rip out the card and present it to mom every time he changes a dirty diaper. When the card is full, dad receives his agreed upon reward, such as the right to choose their next movie or control over the TV remote for a week.

The competition between moms and dads can be taken to the national level with the diaper duty showdown Facebook application. Using moisture-sensitive diaper technology, every dirty diaper will reveal a unique code to be entered online. This 30-day competition will host a live score to show exactly who is changing more diapers.

Our second ad is a postcard-sized insert, designed like a scoreboard. The back is magnetic, and can easily stick on the refrigerator, while the front is glossy for dry erase markers. Finally, a way for parents to find out whos really changing more diapers.

EXECUTIONIn order to help moms get dads more involved with diaper duty, we developed an interactive print campaign to tackle both needs of these new fathers, acknowledgement and social acceptance.Our campaign harnesses two major truths about men: that they often expect some sort of recognition for their favors, and that they will pretty much compete over just about anything. While half of this print will focus on winning over moms, the other half will be for dads, and placed in mens magazines, where no diaper ad has boldly gone before.

Our second print ad for moms tackles one of the most historically difficult times to get dad to change diapers: the middle of the night. Thats when the wheel of diaper destiny comes in. Moms will tear it out and keep it bedside, so when the baby cries in the middle of the night, instead of arguing about whose turn it is, parents can simply spin the wheel and accept their fate.

The first ad for moms comes as a pair of lottery scratchers, which prompt each parent to scratch 3 of their numbers and add up their score. The parent with the lowest score has to change the next diaper. But theres one catch. Moms scratcher will always have slightly higher values, continuing to reinforce our strategy, that Pampers is moms partner in getting dad more involved in diaper duty.

HUMAN BABY OWNERS MANUAL

The next part of our creative effort will tackle social acceptance, making it okay for fathers to be more involved in diaper duty. To start, we will speak to fathers in a language theyre familiar with: cars. Since P&G already mails free samples of Pampers, we will take that to the next level by sending dads their very own human baby owners manual. Inside, dad will find simple illustrations and step-by-step instructions about caring for his new baby.

DIAPER LOTTERY SCRATCHERS THE WHEEL OF DIAPER DESTINY

And lets be honest. Perhaps the only thing more embarrassing for a man than buying diapers is buying tampons. Thats why weve cleverly redesigned the Pampers packaging for fathers. Now, instead of walking through the checkout line with diapers, dads appear to be buying things like giant buckets of paint, very loud speakers and really heavy mulch.

CUSTOM WIPES AND RIVALRY DIAPERS

Getting dads involved with diaper duty is easy if we simply make it fun. And by letting parents design their own custom wipes on the Pampers website, we will do just that. But nothing will be a bigger hit at baby showers than our licensed sports team diapers. Not only will babies be supporting dads favorite team, theyll also be taking care of business all over the rival teams logo. The NFL, MLB, NBA and even colleges would jump at the chance to opt in before their rivals do.

PACKAGE REDESIGN

We realized our campaign needed to help the Pampers brand win over households, not just consumers, in order to promote the brands future growth. We want to continue to connect to moms, connect to dads for the first time, and connects with both of them together, and we selected these media to get the conversation started.

Mom Dad

MEDIA PLAN

source: Simmons 2008

MEETING OBJECTIVESImproving brand relevance and brand momentumPampers can reassert its status as the most forward-thinking diaper by opening up a dialogue with both sides of the equation, relating to new parents in relevant, interesting ways.Defending market share and sales in this increasingly competitive categoryBy shaking up a category that has become predictable, Pampers can win back market share from Huggies, Luvs and private-label brands.

MEASURING SUCCESSMarketing budget: $4.7M

+4% projected sales increase with targetIncremental sales increase of $16.8M

ROI: 10.8%Increase in overall household equity

Net profit contribution per baby: $204.35

BUSINESS TRAVELERSTARGET INVESTIGATION

Build a target audience using Simmons data for a hotel chain that is considering increasing amenities for business travelers. Bring the target to life and explain what media they consume in a way that would excite a creative team. Make recommendations based on what you find.

Before beginning this assignment, we conducted research into the travel industry. As one of the hardest-hit industries of the current economic crisis, we were surprised to find that business travel has only suffered slightly compared with other reasons to travel. The hotel industry recognizes these trends, and as a result, instead of developing new promotions to appeal to families and tourists, they are investing in upgrading their amenities to enhance the experience of the business traveler.

According to Mintel, the hotels least affected by the economic downturn were those in the upscale and upper-upscale range. Upper-upscale hotels include Marriott, Westin, Hilton, Embassy Suites and Wyndham Hotels. These hotels cater to their guests with the latest amenities.Upscale hotels include Doubletree, Crowne Plaza and the Hyatt. Competition is fierce among these hotels, who must distinguish themselves from the similarity of their rivals.

Since these hotels are the least affected financially and have already begun making improvements to appeal to business travelers, we decided to focus solely on them. We specifically chose upscale hotels because there exists the greatest opportunity to capitalize on that market.

BACKGROUND

CHALLENGE

courtyard by marriott

doubletree hyatt

hilton gardeninn crowne plazasheraton

OPPORTUNITY

WALLET DIVELuckily, we were able to get our hands on a briefcase from one representative member of our target. We uncovered his wallet to learn more about his identity.

From his drivers license we learned his name is Marshall Boyd, hes in his mid-40s and he lives in the Southwest. He seems to dress conservatively. The family picture reveals that he is married with two kids. He carries two credit cards: American Express Corporate and MasterCard Platinum, so its safe to say hes affluent. His work identification card shows he is a Regional Manager for EDS, a technology services company that employs hundreds. Just as we suspected, hes working at a Fortune 500 company. LAPTOP SNOOP

We can see from his laptop that he prefers a PC, and Dell seems to be the brand he prefers. The laptop looks worn, most likely because he spends so much time on it, especially with the long hours he puts in.

The sticky notes attached suggest what must be on his mind: theres a note to call the babysitter and a reminder about a Budget Meeting on Saturday. Hes shaping up to be a workaholic after all. Theres also a note for airline and car reservations, so it seems that hes making his reservations online.

TARGET INVESTIGATION

wallet dive laptop snoop planner search lifestyle cues intercepted voicemail

DEFINING THE TARGETWe gathered more information on business travelers who stay at these upscale hotels to find out what sets them apart. Through Simmons research, we learned that the greater the salary, the more likely a our target was to travel for business. We also found that those who travel more frequently are far more likely to be male, and to take advantage of hotel amenities. Our target is composed of men ages 30 to 59 with an income of at least $75,000, who travel for business at least 3 times per year.

FIVE-POINT INVESTIGATIONBased on what we learned, we were able to explain our target through an in-depth look into their lifestyle, attitudes, and behaviors: the five-point target investigation.

PLANNER SEARCH LIFESTYLE CUES

With access to his Motorola phone, which seems to be his brand of choice, we listened in on a few of his voicemail messages. Take a listen to the MP3 track to hear for yourself.

Fortunately, our target is organized, so we were able to glean more information about him from the clues in his planner. Below are some of the highlights from his upcoming week.

Monday: Flying out on United (Flight 214), checking in at the hotel and after a

debriefing, hell be networking at a cocktail hour.

Tuesday: After a meeting and a conference call, hes headed to lunch at

Le Dbussey and checking his stocks online. He also made several notes to follow

up with his co-worker Kevin. He plans to watch North American Fisherman on the

Versus network later that evening.

Wednesday: He has a pitch and a conference call. He set a reminder to pay his bills

online and catch the Arizona game at the hotel bar with Sean.

Thursday: After seminars all morning, hes off to a business lunch at Akido then

meeting with clients for the rest of the afternoon. He plans to watch Shootout on the

History Channel later on.

Friday: Flying back home on United (Flight 654) just in time for his daughters soccer

game.

Saturday: Budget meeting. Who could forget?

Sunday: Fly fishing with Jim and Mark.

We took a look at what hes reading and snacking on during his leisure time. Heres a quick peek:

INTERCEPTED VOICEMAIL

WALLET DIVEDemographics85% of our target is white87% of our target is married50% have kids; of those who have kids, the average is 2

IncomeOur target is affluent; 75% of them have a HHI above $100,000 They likely use American Express Corporate (Index: 924) and MasterCard Platinum (Index: 173) credit cards

GeographyOur target skews South and Southwest, according to Nielsen Mid-Atlantic (Index: 124)

EmploymentLikely to work in the information industry (Index: 423)Likely to serve as a Department Branch or Office Manager (Index: 294)17% work for Fortune 500 companies (Index: 264)Likely to work at a company with 1,000+ employees

LAPTOP SNOOP46% of our target owns a Dell PC (Index: 302)80% work more than 40 hours a week; those who work more than 50 hours per week are more than 4 times as likely to travel 52% more likely to consider themselves workaholics59% made airline, car or hotel reservations online in the last 30 days (Index: 256)50% used online banking in the last 30 days (Index: 186)29% traded stocks online in the last 30 days (Index: 312)

TARGET FACT SHEETPLANNER INVESTIGATIONTV networks watchedCNN (Index: 180)ESPN (Index: 201)History Channel (Index: 165)Versus Network (Index: 212)

59% enjoy eating foreign foods (Index: 130)22% travel using United Airlines (Index: 405)76% more likely to have lunch with co-workers

LIFESTYLE CUESMagazinesBusiness Week (Index: 256)Consumer Reports (Index: 188)Maxim (Index: 198)Golf Digest (Index: 335)Sports Illustrated (Index: 220)USA Today (Index: 252)Wall Street Journal (Index: 268)

59% enjoy eating foreign foods (Index: 130)22% travel using United Airlines (Index: 405)76% more likely to have lunch with co-workers

INTERCEPTED VOICEMAIL94% of our target owns a cell phone; 24% own a Motorola

Attitude statementsI believe real men dont cry (Index: 140)I like control over people and resources (Index: 160)I feel secure financially (Index: 145)

ActivitiesFly fishing (Index: 192)Golf (Index: 258)Hunting (Index: 163)Camping (Index: 144)

Snack foodsAltoids (Index: 149)Snyders of Hanover (Index: 171)Scotch whisky (Index: 302)Johnny Walker Black (Index: 293)

RECOMMENDATIONS

CONNECTIVITYFree 24-hour Wi-Fi internet. Our target spends extensive amounts of time online, for researching information, entertainment, and shopping, so his internet access should not be limited to certain hours, certain areas, and he should not have to pay for it. Secure remote printing. Help our target with last-minute documents he might need to print.

WORKSPACEErgonomic workspace. Our target works long hours. He would be more comfortable with an oversized desk and an ergonomic chair.Business lounge. Not everyone likes to be confined to their room to do work. A business lounge would provide an additional area to work, away from other hotel guests so he can clear his mind.

ENTERTAINMENTFlat-screen, high-def TVs. We know our target likes sports. He appreciates being able to see whether the ball was in or out, where the receivers feet landed, and these TVs would make all the difference to him.

RE-ENERGIZEThree-meal restaurants with bars. Our targets work schedule can be unpredictable at times. He needs to be able to grab a bite and refuel when necessary. This would provide more options for our target to eat when its convenient for him. 24-hour market in the lobby. This would allow our target can pick up some late-night munchies without resorting to ordering room service.

REWARDSCustomer loyalty rewards. Upgrading his airline seat from business to first-class, or bumping him up to a bigger room with a nicer view, as a reward for loyalty will no doubt result it appreciation and repeat visits. For this, the hotel chain needs to work in conjunction with specific airlines to offer its guests special perks. Since vacancies on planes and in hotels are frequent and unpredictable, both should be more than willing to work together to not only help each other out but also our target.

thank you.

reach me

kelly foss1118 GROVE AVENUE, APT 5

RICHMOND, VA 23220

804 .690 .4664ke l l y a fo s s@gma i l . c om

who i s ke l l y fo s s . com