PR Campaign - Eros Gin

8/3/2019 PR Campaign - Eros Gin

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PR CampaignEros Gin

Harry Elwell

BA (Hons) Communication & Media

Words: 3,995



Harry Elwell Public Relations 2011 Words: 3,995

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Executive Summary

On February 11th

2012, Eros Gin will launch their new RTD beverage onto the market. This date has been

chosen in order for the launch to coincide with the week in which Valentines Day falls. In association with

the launch, the company will be organising a Guinness World Record Attempt for the worlds largest single-

venue speed dating event as a method of creating awareness of the Eros Gin brand and generating

customer interest in purchasing the product off-trade for outdoor socialising events.

Following the launch, Eros Gin will also be offering successfully matched couples (from the previous speed

dating event) a meal out for two on the evening of Valentines Day, February 14th

2012. This special event

will be paid for by Eros Gin on their behalf, with which a total of four complementary bottles of Eros Gin

will be provided (two each). The intention of this will be to increase awareness of the brand and to create

interest in purchasing the product on-trade with intimate social occasions.

Both of these events will be supported by promotions in the form of flyers and Facebook pay-per-click

advertising, as well as a variety of news media tactics. In addition to this there will be a supporting social

media campaign, integrating the data collection power of Facebook within the company website.




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Table of Contents

1. Product .................................................................................................................................... 3

2. Situational Analysis ................................................................................................................. 4

2.1 Company Bio ...................................................................................................................... 4

2.2 State of the Market ............................................................................................................. 4

2.3 SWOT ................................................................................................................................. 6

2.4 PESTLE ................................................................................................................................ 7

3. Publics ..................................................................................................................................... 8

3.1 Media ................................................................................................................................. 8

3.2 Employees .......................................................................................................................... 8

3.3 Primary Customers ............................................................................................................. 9

3.4 Secondary Customers ......................................................................................................... 9

4. Goals & Objectives .................................................................................................................. 10

4.1 Goals ................................................................................................................................. 10

4.2 Position ............................................................................................................................. 10

4.3 Objectives for Primary/Secondary Customers ...... ..................... .............. ........ ................... 10

4.4 Objectives for Media .......................................................................................................... 11

5. Key Messages ......................................................................................................................... 11

5.1 Company Bio ..................................................................................................................... 11

5.2 Company Bio ..................................................................................................................... 11

6. Strategies ................................................................................................................................ 12 6.1 Proactive Strategies ........................................................................................................... 12

7. Tactics ..................................................................................................................................... 13

7.1 Interpersonal Communication Tactics ................................................................................ 13

7.2 Organisational Media Tactics ............................................................................................. 15

7.3 News Media (Opportunity) Tactics ..................................................................................... 15

7.4 Advertising and Promotional Media Tactics ................. ....... .............. .............. ................... 16

8. Schedule ................................................................................................................................. 17

9. Budget .................................................................................................................................... 17

10. Crisis Management ................................................................................................................. 17

11. Evaluation ............................................................................................................................... 18

11.1 Evaluative Research Methods .......................................................................................... 18

11.2 Evaluating Objectives with the Model .............................................................................. 19




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1. Product

Eros Gin is a gin-based RTD product, aimed specifically at a 25-35 year-old audience. The image below is a

visual prototype of the product and brand name.

The drink will be available in three flavours: strawberry, bitter lemon and elderflower. The most important

criteria for a successful brand name are relevance to the product category, connotations, overall liking,

ease of recognition, distinctiveness, ease of recall and consistency with the company (Kohli & LaBahn,

1997). With this in mind, the brand name Eros Gin was chosen. In Greek mythology, Eros is the God of love

and passion. The benefits of naming a brand after a mythological figure are that it carries connotations of

intellectuality and classiness that may appeal to an older and more mature audience, it associates the

product with the virtues of the mythological character and finally it can be easily trademarked (Morris,

2004).

Ingredients

Strawberry: Gin, strawberry

syrup, lemon juice and sparkling water .

Bitter Lemon: Gin, bitter

lemon syrup and sparkling

water .

Elderflower: Gin,

elderflower cordial and

sparkling water .

275ml 4.0%abv




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2. Situational Analysis

2.1 Company Bio

Eros Gin is a new brand, backed by private investors. It has its own distillery, based in the UK, at which all of

the gin that is used in the products is made.

2.1.1 Mission Statement

Eros Gin seeks to own the RTD market among a 25-35 male and female audience and win market share

from wine, cider and spirits both on and off-trade. The brand seeks to achieve this in a socially responsible

way.

2.2 State of the Market

As indicated by the tables below (Euromonitor, 2011), the UK alcohol industry is in decline, possibly due to

an increase in alcohol-related health concerns, inflation and recession of the UK economy. The decreasing

sales of RTDs between 2007 and 2009 are most likely due to the stigmatisation of FABs that resulted after

their association with underage binge drinking. The sudden increase in sales in 2010 is potentially an

indication that the new range of pre-mixed spirit and mixer RTDs, such as Gordons & Tonic, that have

emerged over the past two years are not associated by consumers with the FABs of the past and proof that

the RTD industry is ready for a 25-35 market.




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The current UK market leader for white spirits is vodka, with a 55.7% share that amounts to £2.3 billion

(Mintel, 2011a). It is predicted that Vodka will decrease over the next five years. Gin has seen recent

increase in popularity amongst niche premium brands. There is potential for gin to reclaim popularity

within the white spirits market over the next five years and therefore the RTD gin market. The

Euromonitor (2011) diagram below indicates that there are no direct competitors for a gin-based RTD

within the market.




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The RTD market is currently mainly consumed by those aged 18-24(30.6%) (Mintel, 2011a). On-trade

drinking is currently worth more than off-trade but less popular, this is due 41% of consumers saying it has

become too expensive to drink out of home (Mintel, 2011b). Despite the stigmatisation of the FABs of

the past, they still benefit from a large portion of the market share.

2.3 SWOT

Below is a condensed version of the SWOT analysis for Eros Gin. For the full analysis, complete with all

statistical data and explanation, see appendix F. Following this is a brief discussion of some of the most

important points.




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The key to persuading customers to increase their frequency for on-trade spirit and RTD drinking on

standard nights and not just big nights is to suggest everyday occasions for drinking, such as a

complement to eating, an area in which wine has prospered (Mintel, 2009). This can lead to

recommendations to consumers on which foods it goes well with as well as encouraging people to drink

more responsibly. The clear popularity of social meal occasions is also something that can be implemented

to take advantage of the off-trade market, with events such as picnics and barbecues.

2.4 PESTLE

Below is a condensed version of the SWOT analysis for Eros Gin. For the full analysis, complete with all

statistical data and explanation, see appendix G. Following this is a brief discussion of some the most

important points.




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The on-trade industry is under threat from a variety of areas. Going out for meals is one of the main

reasons people still visit on-trade venues (Mintel, 2011b). The key to creating an on-trade customer

interest in the product, is to make the consumers associate socialising and eating out with consumption

of the product.

3. Publics

The key publics for Eros Gin are listed below. The table proposed by Smith (2002) was used to identify

these (see appendix A). For the purpose of analysis, the publics have been categorised by type as

customers, producers, enablers or limiters (see appendix A). Apart from the internal publics, such as

employees, all of the publics are currently in a latent state and the PR action for time being would be to

plan for communication. Here is a brief analysis of the key publics:

3.1 Media (Latent)

Issue: The media will appreciate this product launch if it is newsworthy and likely to sell papers/get

viewers.

Organi sation: Not yet aware of Eros Gin, yet of value to the organisation as they can become the

generators of mass public interest if they choose. They may find the organisation interesting, planning for

communication to make them aware as a public is essential.

Communication: Generates communication for all other key publics in print, broadcast and digital forms.

Not actively seeking information as the announcement of the product launch has not been made, but with

appropriate communication they could be attentive to information.

Benef it Stat ement : Eros Gin can provide the various media outlets with information that would be of

interest to their consumers.

3.2 Employees (Active)

Issue: Wants to see the product launch be a success for the company to become a leader in the industry.

Organi sation: Affects the quality and productivity of the company and they know the company intimately.

The organisation affects this publics continued employment.

Communication: Communicates interpersonally with the organisation. Generally reached by direct mail and

newsletters, though also susceptible to communication from the local media.

Benef it Stat ement : Eros Gin can provide information that will create a sense of pride amongst the

employees and motivate them to do their best in their role in the product launch.




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3.3 Primary Customers (Latent)

Issue: Wants to be able to sell the product will have an interest in the product launch if there is a desire for

the product within the secondary customer public.

Organi sation: Provides the essential business for the organisation, buying the product and selling it to the

consumers. They currently have no interest/awareness of the organisation, therefore communication must

be planned for.

Communication: Access to the general media as well as direct mailing from the organisation. May also be

susceptible to communication of product demand from secondary customers.

Benef it Stat ement : Eros Gin can directly contact the primary customers, highlighting the benefits that

selling the product could provide for them, informing them of the product launch and persuading them to

sell the product. Product interest in this public will also be generated indirectly through creating interest

with the secondary customers.

3.4 Secondary Customers (Latent)

Issue: Want to get value for money.

Organi sation: No current knowledge of the organisation, yet the organisation relies upon them to keep

running and make a profit.

Communication: Influenced by communication from the media and directly affected by communication

from the primary customers (for example if the primaries chose to sell the product on offer).

Demographics: Ranges from 25-35 year-olds within the A, B and C1 classes. They are a part of the

Generation X or Generation Y demographic.

Benef it Stat ement : Eros Gin can create a product that fulfils the needs of the secondary customers and

generates interest through the product launch, indirect communication from the media and the availability

from the primary customers.




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4. Goals & Objectives

Here is the first part of the strategic planning for the Eros Gin product launch campaign, based on the Smith

(2010) guidelines for strategic planning.

4.1 Goals

4.1.1 To create a positive brand image and increase awareness amongst the latent key publics.

(Reputation Goal )

4.1.2 To establish a mutually beneficial relationship with the latent key publics. (Relationship

Goal )

4.1.3 To gain a standing in the on-trade UK RTD market . (Task Goal )

4.1.4 To gain a standing in the off-trade UK RTD market . (Task Goal )

4.2 Position

Eros Gin wants to be seen by both primary and secondary customers as a reputable producer of quality gin-

based RTDs for an adult market and to be regarded by the media as a brand of interest and a reliable and

innovative source of information for the field.

4.3 Objectives for Primary/Secondary Customers

4.3.1 To have an effect on awar eness; specifically to incr ease knowl ed ge that Eros Gin is releasing a new

gin-based RTD onto the market, with an emphasis on 40% (within a sample size of 1000) of 25-35 year-old

secondary customers within the first month of the product launch. (Short t erm)

4.3.2 To have an effect on awar eness; specifically to incr ease knowl ed ge that Eros Gin is socially

responsible, with an emphasis on 40% (within a sample size of 1000) of 25-35 year-old secondary

customers within the first six months of the product launch.

4.3.3 To have an effect on acce ptance; specifically to generat e int er est in buying Eros Gin on-trade with

social eating occasions, reaching at least 5% (within a sample size of 1000) of the consumer demographic

within the first month following the product launch. (Short t erm)




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4.3.4 To have an effect on acce ptance; specifically to generat e int er est in buying Eros Gin off-trade for

outdoor socialising occasions, reaching at least 5% (within a sample size of 1000) of the consumer

demographic within the first month following the product launch. (Short t erm)

4.3.5 To have an effect on action; specifically to obtain mark et shar e of 0.1% within the RTD market in the

first six months following the product launch. (Short t erm)

4.3.6 To have an effect on action; specifically to obtain mark et shar e of 0.5% within the RTD market in the

first 12 months following the product launch. (Long t erm)

4.3.7 To have an effect on action; specifically to obtain mark et shar e of 1% within the RTD market in the

first 24 months following the product launch. (Long t erm)

4.3.8 To have an effect on action; specifically to obtain mark et shar e of 3% within the RTD market in the

first 5 years following the product launch. (Long t erm)

4.4 Objectives for Media

4.4.1 To have an effect on action; specifically to obtain med ia cov erage in at least 12 publication media

clippings (broadcast, print or digital) within the first month of the product launch. (Short t erm)

5. Key Messages

At this point in time the public perception of the company is non-existent. For this reason the content and

reception of the messages will define the brand image for the publics. Based on content construction

theory (Smith, 2009; Gregory 2010), here are the key messages for the product launch campaign:

5.1 Rational Appeal

5.1.1 Eros Gin is a quality gin-based RTD. (Conjecture)

5.1.2 Eros Gin is a socially responsible company. (Value)

5.2 Emotional Appeal

5.2.3 Eros Gin is best enjoyed in intimate social situations. (Love)




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6. Strategies

Based on the theory provided by Smith (2009) and Gregory (2010), Eros Gin will develop the following

strategies for the product launch:

6.1 Proactive Strategies

6.1.1 Involve the secondary customer public in special events linked to the product launch.

Ties in with objectives: 1, 3, 4, 5 (6, 7, 8) and 9.

Directly affects objectives: 1, 3 and 4.

Indirectly affects objectives: 5 8 as creating awareness could ultimately lead to purchase intent Lavidge &

Steiner (1961).

6.1.2 Take advantage of the newsworthy activities associated with the product launch and

special events.

Ties in with objectives: 1, 5, (6, 7, 8) and 9.

Directly affects objective: 1, 9.

Indirectly affects objectives: 5 8 as increased awareness from news coverage could lead to purchase

intent (Lavidge & Steiner, 1961).

6.1.3 Engage in transparent communication to allow all key publics to observe the companys

efforts to promote alcohol awareness in a socially responsible way.

This strategy ties in with objective 2.

6.1.4 Mount a media campaign to support the product launch and special events.

Ties in with objectives: 1, 3, 4, 5 (6, 7, 8) and 9.

Directly affects objective: 1.

Indirectly affects objectives: 5 8 (Lavidge & Steiner, 1961)




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7. Tactics

7.1 Interpersonal Communication Tactics

7.1.1 Special Event 1: World Record Speed Dating Attempt

The launch event will be taking place on Saturday 11th February 2012, the weekend preceding Valentines

Day, in a pre-booked area of Hyde Park, London.




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It will be a Guinness World Record Attempt for the worlds largest single-venue speed dating event. The

current record holders had a total of 435 participants (Guinness, 2011). We will be aiming for a new record

number of 500 750 participants. The event will be approaching the scenario of dating in a light hearted

and fun manner, rather than a serious one. All that attend will be provided with samples of Eros Gin to

enjoy whilst taking part.

People will be prompted through the promotional activity (see section 7.4 below) to sign up for the event

on the company website, on which there will be a dedicated section that gives each participant a user

account (see section 7.2.1 below).

For a detailed schedule of the days events and instructions on the event layout, see appendix B.

Implementation Rationale: This tactic is in relation to strategy 6.1.1 (see section 6, above). Concerning the

objectives, this event will be addressing the off-trade objective to generate interest in buying the product

for outdoor socialising (see 4.3.4, above). It is a response to the indication in the situational analysis that

people were more interested in purchasing off-trade for outdoor socialising.

7.1.2 Special Event 2: On-trade Intimate Date Events

Following the first special event, the company will have a database of user accounts for all the people that

participated in the world record speed dating attempt (see section 7.2.1 below for further info).

Participants of the first event will see their matches on the site following the event. They can then invite

one of their matches to join them for the second stage of the Eros Gin events.

The couple will be given a meal out, paid for by Eros Gin, at the popular restaurant chain Bella Italia. The

meal will include two starters, two main courses, one desert to share and four complimentary bottles of

Eros Gin RTD. Eros Gin has paid Bella Italia £20,000, on top of the cost of meals, to reserve 375 tables for

two across their 15 London restaurants (25 tables per restaurant).

Implementation Rationale: This tactic directly relates to strategy 6.1.1 (see section 6, above). Concerning

the objectives, this special event will be addressing the on-trade objective to generate interest in buyingEros Gin on-trade with social eating occasions (see 4.3.3, above). In the situational analysis it was stated

that restaurants are likely to remain the most popular on-trade drinking venues and that 45% of drinkers

are likely to drink on-trade for big nights out and occasions.




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7.2 Organisational Media Tactics

7.2.1 Website Overhaul and Social Media Integration for Special Events

When people sign up for the event on the website, theyll be prompted to sign in with their Facebook

account, allow access to personal information. This will provide details of all the people interested, whichaids the demographic identification. Upon sign up they will additionally be asked how they heard of the

event (flyers, news advert, news article, Facebook PPC). The brand website will also be given an overhaul

from a web developer, following the guidelines set by Kent & Taylor (2003).

Implementation Rationale: Directly relating to strategy 6.1.4 (see section 6, above).

7.2.2 Social Media Campaign

In the budget, a social media team consisting of 10 members has been accounted for, who will be in

control of optimising the Facebook as well as recording and editing the video coverage of the events, which

will feature general coverage and individual interviews with participants asking them what their

best/worst date experience ever was.

Implementation Rational: Directly relating to strategy 6.1.4 (see section 6, above). In order to ensure that

the social media campaign is carried out correctly, Burson & Marstellers (2010) Global Social Media Check-

Up should be used as a reference.

7.2.3 CSR Section of Website

The Eros Gin website will have a section dedicated to explaining how a small percentage of the profit from

each bottle sold is donated to the Drink Aware campaign funding.

Implementation Rationale: This tactic directly relates to strategy 6.1.3 (see section 6, above).

7.3 News Media (Opportunity) Tactics

7.3.1 Local/Regional Newspapers

One week before the launch, press releases will be sent to a variety of regional papers, as well as the Metro

and London Evening standard. It will contain information on the world record attempt special event as well

as details of the drinks contents.




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7.3.2 Media Press Pack

A media press pack will be available on the company website.

7.3.3 Digital News Sites

Press releases similar to those for newspapers will be sent to online news sources and blogs, mostly ones

centred around whats going on in London.

7.4 Advertising and Promotional Media Tactics

7.4.1 Promotional Flyers

Commencing two weeks before the launch event, promotional flyers will be distributed by a team of

promoters around London. For a mock-up of the flyers, see appendix H.

7.4.2 Facebook PPC

Commencing four weeks weeks before the launch event, there will be 3 pay-per-click adverts on Facebook.

Aimed at the specific 25-35 year-old ABC1 demographic, both male and female and with a single marital

status. As the event is a speed dating world record attempt, the target audience for the adverts needs to

be single.

7.3.1 Local Newspaper Advertisements

The Metro has a readership within London of over 2,000,000 per day. The Metro is also distributed outside

train/tube stations and on trains, where the ABC1 secondary customers are looking for something to read

on their commute every day. The adverts will begin January 28 th 2012, two weeks before the launch event,

and continue on a daily basis until the day before launch. For a mock-up of the local newspaper adverts,

see Apendix BLAH.

Implementation Rationale: This tactic directly relates to strategy 6.1.4 (see section 6, above).




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8. Schedule

This is a Gantt chart representation of the time schedule for the tactics in section 7.

9. Budget

In this PR campaign, an objective-based budgeting scheme (Smith, 2009: 220) will be undertaken. This

means that the organisation will provide the necessary budget for the objectives once the objectives have

been approved by organisational decision makers. For the full budget, see appendix C.

10. Crisis Management

According to Murphys law, If anything can go wrong, it will. This is why it is important to prepare for a

crisis. A full crisis management plan has been composed, but for the case of the product launch, an extract

of the full plan has been included in the appendices (see appendix D).




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11. Evaluation

11.1 Evaluative Research Methods

As Lindenmann (1993: 9) states, it is important to recognise that ther e i s no one simpli stic method for

measuring PR effectiveness. Depending on which level of measurement is required, an array of different

tools and techniques is needed to properly assess PR impact. Wilcox (et al., 2000: 193) has a similar view

that, A skilled practitioner will use a combination of methods to evaluate the effectiveness of a program.

For this reason, the following Macnamara (1993, 2000) model has been selected to determine the specific

evaluative tools that should be used for each activity:

11.1.1 Macnamaras Macro Model

In the simplified macro model (below), the methodologies are not completely rigid for each type of activity,

generalising which can be used and essentially trading the top results tier for outcomes, which now

reflects the objectives hierarchy seen in the AIDA model (see below). A combination of the macro and

simplified macro will be used to determine the evaluative methodologies.




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11.2 Evaluating Objectives with the Model

11.2.1 Evaluating Objective 4.3.1

To evaluate whether or not the objective to increase awareness of the Eros Gin brand has been achieved,

results evaluation in the form of primary quantitative data is required. This has been addressed in question

4 of the survey (see Appendix E).


Can be evaluated as an outcome in terms of awareness, specifically through primary quantitative research

(see appendix E, survey question 5).


Can be evaluated as an outcome in terms of attitudes, specifically through a primary research combination

of both quantitative data to determine how many have been reached (see appendix E, survey question 6)

and qualitative data obtained through focus groups.

11.2.4Evaluating Objective

4.3.4

Can be evaluated as an outcome in terms of attitudes, specifically through a primary research combination

of both quantitative data to determine how many have been reached (see appendix E, survey question 7)

and qualitative data obtained through focus groups.




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11.2.5 Evaluating Objective 4.3.5, 4.3.6, 4.3.7 and 4.3.8

These objectives are all action-based, the model indicates that they should be evaluated using secondary

research, available in 2012 market research reports from Euromonitor and Mintel. As Watson & Noble

(2005: 62) state, to conduct primary research when it is already available as secondary research is to be

wasting time and money to find out what you already know.


The reach of press releases can be evaluated in terms of the distribution statistics and readership of the

publications that published stories. Media clippings can be obtained to determine if the number specified

in the objective was met. A content analysis of the clippings can be conducted to determine the number of

messages supporting objectives 4.3.1 to 4.3.8, featuring a breakdown of the positive, negative and neutral

messages featured. Cross-analysed with the event attendance, it will to determine how successful the

promotions were, since users will have stated upon their sign-up on the website how they were informed

of the events, it will be measurable as to how many were influenced by news media.

11.2.6 Evaluating Promotional Media

There will be a variety of primary data available from the promotional activities. Upon sign-up to the

special events via the company website, users will have specified which promotional media informed them

of the events. Facebook Insights will also be used to determine how effective the PPC adverts were.

PR Campaign - Eros Gin

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