Harcourt Perry and Cider Maker's Marketing Strategy Proposal

Harcourt Perry & Cider Makers (HP&CM)

Harcourt Apple Cider (McKellar 2015)

ADVERTISING CAMPAIGN STRATEGY ADV10001 ASSIGNMENT 3: MAJOR PROJECT January 2021 GATA Agency II Group 1 Members: Grace Suhartanto, Ashleigh Mitchell,1 Tayla Lewis and Ashleigh O’Kane

Executive Summary Simon and Victoria Frost began selling locally grown fruit and vegetables, specialising in apples and pears in 1991 and today, you will find them selling vinegars and sparkling juices under the name of Harcourt Perry & Cider Makers (HP&CM).

Currently, promotional activity is conducted locally through outdoor signage on their brewery and offering their products through their retail outlet, The Little Red Apple, and at trade shows.

HP&CM’s website has excellent information, however navigation of the site is difficult and there social media presence is inconsistent and underused.

HP&CM will streamline all branding to ensure messages are consistent as cohesive. This will help build brand knowledge, increasing recall and recognition of the product.

The campaign objective is to expand HP&CM’s customer base into the consumer market with the challenge being to build brand awareness that will appeal to the target audience. The campaign will use a soft-sell approach sending the message that HP&CM products will help bring your friends and family together and when this is achieved, consumers will ask for Harcourt Cider and Vinegars by name therefore, increasing brand equity.

The target market is made up of women aged 18-24 years who are environmentally friendly, enjoy a healthy lifestyle and value sustainability and authenticity. Therefore, the media strategy consists of social media, influencer, YouTube, email and out of home advertising in a way that is genuine, authentic and engaging.These mediums allow the content to be relatable, building associations and evoke a desire to connect with HP&CM and their products.

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Table of Contents

SITUATIONAL ANALYSIS

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- Client analysis - Current promotional activities - Industry analysis - Competitor analysis

06 06 07 07

TARGET AUDIENCE PROFILE

08

CAMPAIGN OBJECTIVES

09

CORE STRATEGIC APPROACHES

10

- Creative strategy - Media strategy

10 11

BUDGET ALLOCATION

14

EVALUATIVE CRITERIA

15

CONCLUSION

15

REFERENCES

17

APPENDIX

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- SWOT analysis - Brand audit - Creative audit - Current promotional activity audit - Team charter

22 23 24 26 28

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Harcourt’s cider pioneer remembered (Pedler 2017)

Situational Analysis Client Analysis Harcourt Perry & Cider Makers (HP&CM) first began in 1991 with The Little Red Apple in Central Victoria. It was created by Simon and Victoria Frost who opened the first store selling locally grown fruit and vegetables, specialising in apples and pears (Harcourt Cider 2020). In the late 90’s they purchased White Gum Apples to expand into the pear and apple juice industry, later adding vinegars to their product mix (Harcourt Cider 2020). In 2013, Simon and Victoria collaborated with Adam Marks and Drew Henry to create Harcourt Perry & Cider Makers, where apple and pear ciders and sparkling apple juices were also added to the product assortment with much success (Harcourt Cider 2020). HP&CM pride themselves on their 100% Australian grown fruit and their healthy and sustainable manufacturing practices, such as cold pressing with no added sugars and low preservatives (Harcourt Cider 2020). The Little Red Apple still operates as a retail store today selling fresh produce that is grown within the Harcourt region along with HP&CM’s complete product range.

Current Promotional Activities Harcourt Perry & Cider Makers’ (HP&CM) current promotional activity to both the business and consumer markets is inconsistent, outdated, and unmanaged. In the business market, there is a good mix of stockists, including mainstream supermarkets and bottle shops, and local boutiques and health food stores (Harcourt Cider 2020). Promotional materials for wholesalers are outdated as of 2017 (Harcourt Cider 2020).

HP&CM’s consumer market promotional activity is conducted locally through outdoor signage on their brewery and offering their products through their retail outlet, The Little Red Apple.

They offer brewery tours and tastings which draw in local tourists from the surrounding areas who are visiting the Harcourt Valley area (Harcourt Valley 2020). Harcourt Cider attends trade shows and organises small pop-up tasting stalls throughout the year. These events are not always promoted, limiting publicity to the local area, and reach to visitors on the day (Facebook 2020). Their website has excellent information on tasting notes and product awards, but these are not easily found when visiting the site (Harcourt Cider 2020).

HP&CM have an inconsistent and underused social media presence with posts averaging once per month. On Facebook, Harcourt Cider has 1,443 followers and The Little Red Apple has 835 followers (Facebook 2020). Both accounts use hashtags to create awareness, but minimal customer interaction is had through these platforms. Harcourt Cider also has a Twitter account with 169 followers (Twitter 2020).

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Industry Analysis In Australia HP&CM falls under the Cider Production category. Due to the increasing demand in premium and locally sourced products, both domestically and internationally, cider production is expected to steadily grow over the next 5 years (Reeves 2020).

However, alcohol consumption in Australia has declined due to consumers becoming increasingly health conscious. Because of this, cider has repositioned itself to attract those who are seeking an alternate alcoholic beverage to spirits and pre-mixed products (Reeves 2020). To stay competitive and profitable over the next 5 years, companies need to embrace innovation and look to shift to locally produced ingredients to accommodate consumer wants and needs (Reeves 2020).

Competitor Analysis Harcourt Perry & Cider Maker’s (HP&CM) competitors are the three most consumed brands: Somersby, 5 Seeds, and Rekorderlig. They are the three most consumed and well-known brands in Australia, and are industry award-winning products.

Company name Asahi Holdings (Australia) Pty Ltd

Brand name

Analysis Market Share : 22.2%

Somersby

Subsidiary of Danish brewing company Carlsberg Group.

Recognizable brand name.

Award winning cider. 2019 Australian Drinks Awards: - Fan Favourite: Cider, - Gaining in Popularity: Cider.

(Roy Morgan 2016, House 2019).

Lion pty ltd

5 Seeds

Market share: 18.5%,

Other: Pipsqueak, James Squire

Australian owned, Top 10 of Australia’s best ciders, 2015 Best Cider Brand,

Orchard Crush, Kirin Cider

Known as ‘Australia’s favourite refreshing, clean & crisp apple cider’, Recognizable brand name.

(First Choice Liquor 2020, Roy Morgan 2016, House 2019).

Coca-Cola Amatil Limited

Rekorderlig Other: Pressman’s cider

Market share: - (not calculated) Manufactured by Abro Bryggeri, Sweden.

Ingredients are sourced from an accredited European spring.

Gluten Free cider.

Recognizable brand name.

Awarded 2019 Australian Drinks Awards: -Most Distinctive: Cider.

(Brewbound 2019, Reeves 2020, House 2019).

Table 1. Harcourt Perry & Cider Makers’ Competitor Analysis.

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Target Audience Profile Research shows this generation connects less with people and brands that are focused on achievement and control, and more on those who are playful, human and have the ability to transform (Are Media 2020). This is reflective of their dismissal of self-serving and individualistic beliefs that endorse social hierarchies (Are Media 2020). They respond to the fun, joy and enriching power of the everyday (Are Media 2020).

Image 1: People in their 20s hanging out (Cottonbro 2020)

Image 2: Value relationships (Shkraba 2020)

Gen Z are mature, deep thinkers, value

The cider industry has a gender-neutral audience with

relationships and respect the real and relatable

young people in their 20s forming 40% of the market

(Are Media 2020). They value authenticity,

(Newhart 2019). Research shows drinkers who are

are community minded and advocate for

tertiary educated consume cider more than those who

individualism, acceptance and a sustainable

aren’t. Furthermore, females are more likely to enjoy

planet (Are Media 2020). This internet-savvy,

cider regularly, despite males being more frequent

technologically literate generation are innate

consumers of alcohol overall (VicHealth 2016).

multitaskers, moving quickly from one task to another (Are Media 2020). They have

Behaviorally, both regular and non-regular cider drinkers tend to drink in similar locations and venues, with the primary location being their home or

only known wireless, hyperlinked and usergenerated, where they are only ever a few clicks away from any piece of information (Are Media

partner’s home, followed closely by a friend’s home

2020). The world is an open book to Gen Z.

(VicHealth 2016). This suggests the target audience

For this campaign to be successful, HP&CM’s

is consuming cider in a relaxed setting. Second are restaurants, nightclubs and parties, further suggesting cider drinkers are social drinkers (VicHealth 2016).

communication needs to be tailored, authentic and engaging. To connect with their target audience, they will need to share the story

Cider drinkers tend to follow a healthy and balanced

behind the brand. Gen Z will then assess if their

diet and don’t consider alcohol a part of this lifestyle

values align with HP&CM before they choose to

(VicHealth 2016).

invest and support the brand (B&T 2020).

For this campaign, Harcourt Perry & Cider Makers primary target audience are females aged 18-24 years.

This age group are defined as Gen Z, who comprises

HP&CM’s marketing communications should centre around the brand’s ethos, telling their story by highlighting their local orchard,

3.4 million of the Australian population (Are Media

resulting low food miles, their brewing

2020). The target audience are tertiary educated or

procedures, and their sustainability practices.

are in the process of completing their studies. They are social and occasional drinkers often drinking at home or at a friend’s house, and are health conscious, looking for options that fit their lifestyle but don’t compromise on quality (Are Media 2020). Cider’s low alcohol by volume (ABV), low carbohydrates and low sugars are key determinants for this audience.

Image 3: Tech-savvy university students (Rimoldi 2020)

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Campaign Objectives The campaign objectives are focused on HP&CM’s expansion into the consumer market. Their aim is to build their brand image, so the target audience asks Harcourt Ciders and Vinegars by name.

A brand’s image is a sum of all its marketing and communication efforts focusing on the brand’s key message. All campaign communications will be measured against the advertising objectives to determine if they were effective in communicating the message and evoked the desired response (Moriarty et al. 2015, p. 130). The following campaign objectives are recommended for the twelvemonth campaign.

Expand the target market to the consumer market by increasing brand awareness within the target audience.

- Increase social media impressions by 50%.

- Increase mentions by 25%.

- Streamline branding for all marketing and communications before campaign is run.

Inform the target audience of Harcourt’s product offering and online shop.

- Increase HP&CM’s website traffic by 100%.

- Increase online keyword searches by 25%.

Persuade the target audience cider is a refreshing Summer drink alternative and Harcourt Ciders’ are the lighter, healthier option.

- Increase agreement to the statement “ciders are a light, healthier summer drink option”.

- Increase recall of Harcourt Ciders’ by 50% when “light Summer drink” is evoked.

Build brand awareness by promoting HP&CM’s sustainability practices.

- Increase association of “sustainable, local cider” with Harcourt Cider by 25%.

- Increase awareness of food mileage and wastage practices by 25%.

Inform the target audience that HP&CM intends to educate them on cider and vinegar, including tasting notes, cultivation, and the onsite production process.

- Increase information downloads by 50%.

- Increase ‘tasting notes’ Stories views by 50%.

Build brand loyalty through cultivating customer relationships by engaging with customers through social media channels.

- Increase social media presence by 100%.

- Respond to 100% of social media posts.

- Increase repeat customers by 50%.

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Core Strategic Approaches Creative Strategy “The Cider Production industry has grown moderately over the past five years” (Reeves 2020).

“Australia’s warm climate played a big role to boost cider consumption, as many people perceive cider as light and refreshing. This trend has contributed to cider’s growing popularity.” (Reeves 2020).

However, over the next five years, it is anticipated that increased demand will shift to locally produced, premium handcrafted products as quality will be more important than quantity (Reeves 2020)

Figure 1: Cider Production in Australia Industry Outlook (Reeves 2020)

To ensure HP&CM have a recognisable image and can build associations inline with the industry outlook, all branding is to be cohesive to ensure messages are consistent (Moriarty et al. 2015, p.

49). This includes: trading name, logo, packaging, website, domain, and social media account names.

Cohesive and consistent branding helps build brand knowledge in the consumer’s mind, encouraging brand awareness and recall of the brand’s image through a set of associations (Moore 1996, p. 104).

HP&CM’s point of difference from other imported brands is they are an independent producer who grows and handpicks their fruit. This practice is perceived as “high-quality” for which consumers are willing to pay premium pricing (Reeves 2020). Therefore, it is key to convey those high value practices to consumers through platforms such as social media and influencer marketing.

Gen Z are immune to hard-selling tactics as they’ve grown up with the internet (Pollicott 2019). 79% said they feel alone and spend less time face-to-face and more time online (Vultaggio 2020; Hilliard 2019).The new campaign will use a soft-sell approach, first creating content that builds their brand by showing their values and connecting with the community. Second, to persuade the consumer that Harcourt Cider is a light, refreshing Summer drink alternative that brings you closer to your friends.

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The campaign will use storytelling to humanise the brand and create engagement through relatability and connection with the target audience (Moriarty et al. 2015, p 396; Guillory 2019). The content focus will be on the procedures and sustainability practices so consumers can see exactly how the product is made and the environmental factors the brand considers when making cider. Including raw images and footage of the local natural orchard to the onsite metallic brewing vats to the fun gathering of young adults enjoying the product will evoke relatability and increase the validation of the ‘premium’ label. Incorporating the Harcourt Cider name into the content will build associations using emotional appeal.

Every communication will include a call to action to either the website or the online store depending on the channel and objective.

Media Strategy The following media channels have been selected to ensure the message is reaching the target audience and decoded as intended.

Social Media Social Media has been identified as a medium to engage with the target audience in three ways: to build awareness of the HP&CM brand and product offering, to cultivate customer relationships and nurture brand loyalty; and to demonstrate production and sustainability practices.

Currently, HP&CMs social media presence includes Harcourt Cider’s Facebook (1443) and Twitter (169), and The Little Red Apple’s Facebook (835). Content for each platform is not planned or consistent, with post frequency averaging once per month.

Fontein (2019) reports 85% of Gen Z consult social media to learn about new products with 45% preferring Instagram and 40% preferring Facebook. To gain maximum exposure and awareness, Harcourt Cider should create an Instagram account with consistent branding. A content schedule should be developed for Instagram and Facebook with content targeted at Gen Z with appropriate hashtags that will aid Harcourt Cider’s organic reach (Pope 2019). Facebook Marketing is recommended as the targeting criteria are very specific so content can be focused towards the target audience as well as carousel ads where multiple products can be promoted at once (Facebook 2021; Instagram 2021).

The recommended social media platforms provide an opportunity to connect and engage with consumers. Gen Z craves contact with brands where they can build a community around causes that are aligned with their values, such as sustainability and ‘locally grown’ products (Are Media 2020; Fontein 2019). Using the Stories feature of Instagram and video for Facebook, HP&CM should share short, narrated videos of tasting notes, awards, processing procedures, tours of the brewery and orchard, and sustainability practices. Reposting user-generated content will give consumers a sense of community and an inside look at the company’s personality and values (Carter 2019).

Gen Z value interaction with brands. HP&CM should designate a social media manager to respond to and have conversations with customers, further demonstrating their brand values. If a brand is approachable and provides quick, personalised responses and conversations via social media, it will encourage brand retention leading to brand loyalty from consumers (Sashi 2012; Carter 2019).

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Being visible on these primary platforms, both through social business page links and paid advertising will create an easy path for the consumer to follow when they want to learn more about HP&CM’s brand and product offering.

Influencer Marketing Social media has been chosen as a media channel as research shows Gen Z are hard to reach through TV and print advertising. Gen Z are 80% more likely to ‘multi-screen’ and engage in social activities while watching tv than other generations (Hubspot 2017, p. 11). Furthermore, with 44% of Gen Z’s claiming to have made a purchase decision based on influencer recommendations therefore, influencer marketing has been chosen as an appropriate channel to attract the target audience (Williams 2020).

Forbes (2020) research shows that Gen Z’s are more trusting towards micro influencers. Therefore, HP&CM will collaborate with a micro-influencer who has between 1,000 and 100,000 followers, as they are proven to be more heavily engaged with their followers (Carbone 2019). Carbone (2019) also found that macro influencers produce a lower return on investment (ROI), as influencers with under 250,000 followers deliver a 30% better ROI than those with over one million. Micro influencers also have the ability to reach a more specific market, which will ensure HP&CM’s campaign is more likely seen only by the target market and not wasted on those that will not be engaged or interested. This is only effective however, when the micro influencer appeals to those in the brand’s target market and when the content is more authentic than branded (Forbes 2020).

HP&CM will partner with @darling.daisyfolk and @livewithelle and have 22,400 and 26,200 followers respectively. @darling.daisyfolk will cost approximately $700 per post as it is found by Carbone (2019) that influencers that have between 10,000 and 25,000 followers expect to be paid between $500-$800 per post. @livewithelle however will cost approximately $800 per post as influencers who have between 25,000 and 50,000 followers are paid between $800-$1,500 per post (Carbone 2019). Both @darling. daisyfolk and @livewithelle are interested in health, lifestyle, family and alcoholic beverages while also appearing quite genuine due to their family postings and sense of humour, which will definitely appeal to the Gen Z target market.

YouTube / Video In regards to YouTube, Gen Z’s are twice as likely to visit this platform for advice compared to millennials, with 24% of Gen Z’s opting for YouTube as their platform of choice when researching products (Fontein 2019). Video provides richer content which is also more versatile than photos as it allows aesthetic people to watch without sound and content driven people to listen without picture (Baron 2019). Gen Z uses YouTube to escape the stress in their everyday life and prepare for the future (Anderson 2018).

Therefore, HP&CM’s YouTube video advertisements will be both aesthetically pleasing and have engaging content to evoke an emotional connection to their products. For HP&CM to reach 100,000 views, it would cost approximately $2,000 (Influencer Marketing 2020).

Email Marketing Gen Z are spending more time online than ever before. A recent Campaign Monitor (2019) study found that 45% of 14-24 year olds are online “almost constantly” and 44% stating they’re online multiple times per day. Whilst a large portion of their time is spent on social media, the study also found that they still rely on email and often find it more personable (Campaign Monitor 2019).

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Out-of-Home

Figure 2 exhibits the findings that Gen Z continues to value email as a valid method of communication,

Outdoor advertising generally refers to an image

with 81% of 14-24 year old respondents stating they

that has been “derived from some form of printing

check their emails at least once per day, with 58% of

process” (Moriarty et al. 2015, p. 289). Out-of-

those checking their emails multiple times per week

home (OOH) is a broad medium that can include

(Campaign Monitor 2019).

vehicles, hot air balloons, interactive street vending machines, bus stops, train stations, trams and skywriting (Moriarty et al. 2015, p. 289). OOH is a highly visual form of advertising, suitable for this emerging generation, most of whom are opting for visual mediums over long-form, written content. This is evident with Google experiencing 3.5 million searches per day, whilst YouTube generates almost 5 billion videos within the same 7-day period (McCrindle 2019). In an era of information overload, messages have increasingly become image-based. Signs, logos and brands

Figure 2. How often does Gen Z check their email? (Campaign Monitor 2019)

communicate across the language barriers with Understanding how often the target audience

colour and picture rather than words and phrases

likes to receive emails from brands is essential to

suggesting that engagement and learning styles

producing an effective email marketing strategy.

are shifting to a visual and hands-on approach

Campaign Monitor (2019) found that 31.8% of

over auditory delivery which previously dominated

respondents like to hear from brands a couple of

(McCrindle 2019).

times per week, with 27.5% stating they want to Gen Z demands respect for their privacy, especially

hear from brands once per day.

when it comes to advertising which is why OOH advertising holds a unique position with this generation. A recent study noted that OOH advertising is not “perceived as being invasive in people’s lives, their activities or the content that they are exploring” and as having a 55% positive perception amongst the Gen Z audience (Kantar Millward Brown 2017).

Figure 3. How often does Gen Z prefer to receive emails? (Campaign Monitor 2019)

This generation places importance on being treated as individuals and forming connections with brands.

Email marketing is a strong advertising medium for HP&CM to create personalised connections, tell stories and celebrate their community. A recent Lyft campaign tailored its email marketing to the individual Lyft user, celebrating their loyalty from the year by sharing highlights and key statistics pulled from the app, allowing the user to feel seen and appreciated, which further solidified a positive perception of the brand

Figure 4. Top 3 preferred ad formats: traditional vs online (Kantar Millward Brown 2017)

(Campaign Monitor 2018).

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Budget Allocation HP&CM have allocated a media budget of $2,149,166 million, we have strategically planned a twelve month media buy across the aforementioned channels that will enable us to achieve campaign longevity, reach and frequency to ensure campaign objectives are met. Below is the media schedule with estimated costs which do not include production costs or agency commission, and are estimates based on averages.

Based on our research of the target audience, we have chosen to focus 43% of our budget into Social Media across Facebook, Instagram and Influencer Marketing to ensure the greatest reach and highest engagement. In an effort to reinforce brand messaging in a non-invasive way, we have focussed a large portion of the budget on Out-of-Home advertising, strategically buying out sites in places populated largely by Gen Z such as University Campuses and CBD’s nationally. The remainder of our budget will be split across YouTube to increase brand awareness and Email Marketing where we will have the opportunity to create a personal connection with the target audience in order to drive sales.

Execution

Frequency

Estimated Reach

Investment

@darling.daisyfolk post

MONTHLY

268,800 total impressions

$700 per post 2

@livewithelle post

MONTHLY

314,400 total impressions

$800 per post 2

Boosted Instagram Stories

DAILY

78,000 total impressions

$1,500 per post 2

Boosted Instagram Posts

DAILY

78,000 total impressions

$1,000 per post 2

Boosted Facebook Posts

DAILY

78,000 total impressions

$3.99 per day 1

15 second video pre-roll

DAILY

1,500,000 total impressions

$54 per day 5

30 second video pre-roll

DAILY

1,000,000 total impressions

$64 per day 5

WEEKLY

Based on subscriber

$1,250 per send3

Influencer Marketing

Social Media

Youtube

Email Marketing Solus send to subscribers

numbers Out of Home University tram stops nationally

12 MONTH BUY

15,000 impressions per day

$32,000 per month4

CBD train stations nationally

12 MONTH BUY

15,000 impressions per day

$45,000 per month4

12 MONTH BUY

15,000 impressions per day

$21,000 per month4

University campus bus stops nationally

$2,149,166.35

TOTAL APPROXIMATE MEDIA SPEND Table 2. Media Schedule

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1

Facebook Advertising Costs (Facebook 2021; WebFX 2021).

2 Instagram Advertising Costs (Eyre 2018; WebFX 2021).

3 Email Marketing Costs (Westbrook n.d.).

4 Out of Home Advertising Costs (Billboards Australia 2021).

5YouTube Advertising Costs (Influencer Marketing 2020).

Evaluative Criteria HP&CM’s main objective is to expand into the consumer market by having a campaign that will evoke recall and recognition in the target audience when they think of a healthy, light Summer drink alternative. To evaluate the campaign’s effectiveness with the target market, who is tertiary educated, health conscious women aged between 18-24 years who enjoy drinking socially, the campaign’s effectiveness will be evaluated in three phases; before it’s run, while it runs and after it’s run (Moriarty et al. 2015, p. 25).

Phase One: Before Execution

and open and client result in both qualitative

Research shows pre-testing digital campaigns

and quantitative data. This data will allow

are more effective than those that are not tested

HP&CM to make updates or changes in order to

(Sutherland n.d.). Developmental research

maximise effectiveness and meet the campaign

through pre-testing will be conducted to assess

objectives (Bonfrer et al. 2009).

the effectiveness of the strategy including: if the message is received as intended by the target

Phase Three: Post-Run

audience and if its accepted or rejected (Bonfrer et

After the campaign has run, it will need to be

al. 2009; Moriarty et al. 2015, p. 25). Strategy can

evaluated to gauge if it has met the campaign

then be adjusted to reflect the target audience’s

objectives. A benchmark or baseline study is

responses maximising return on investment (ROI)

essential to gauge the impact of the campaign

by saving time, money and reputation before the

after it has run (Smith 2018; Moriarty et al. public views any communications (MetrixLab 2021). 2015, p. 25). As HP&CM don’t have any previous campaigns to use as a baseline, research

Phase Two: During the Run of the Campaign

company norms will be used (Smith 2018;

Concurrent research will be conducted during

Moriarty et al. 2015, p. 25). By tracking the share

the campaign as it monitors how the campaign

of voice metrics, context can be gained over the

is progressing and how the messages and media are performing by using tracking studies and test-marketing (Moriarty et al. 2015, p. 25).

Monitoring live feedback and engagement through impressions, click through rates (CTR), shares, response numbers and quality of conversation,

length of the campaign establishing how many conversations concerning the cider industry are centred around HP&CM (Smith 2018). This metric will also measure volume of mentions, engagement and reach, evaluating HP&CM’s brand awareness KPI.

Conclusion HP&CM’s objective is to expand into the consumer market. Their procedures and sustainability practices are an advantage and positions the brand well within the industry’s forecasted focus of locally grown ‘premium’ cider (Reeves 2020). A focus on building brand loyalty through cultivating and nurturing customer relationships using appropriate media channels are essential to identify with the target audience and the campaign will build HP&CM’s brand image and raise awareness through persuasive associations. Evaluative criteria will be measured at different phases of the campaign to ensure updates and changes can be made to further increase the effectiveness of the campaign and build data for future campaigns.

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(Otter’s Promise 2021)

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Appendix 1 SWOT Analysis

Strengths - Research and development onsite.

- Minimal food miles.

- Sustainable practices.

- Family owned business.

- Face-to-face customer relationships.

- Excellent product.

- Healthier product - no added sugars or preservatives.

- Online store.

- Partnerships with third party companies (e.g.

The Block promotion).

100% Australian produce.

Weaknesses - Low market share.

- Weak positioning.

- Minimal customer relationships online.

- Low social media presence.

- No outward advertising to consumers.

- Old-fashioned, not cutting edge.

- Inconsistent branding across platforms.

- No Instagram.

Opportunities - Define a target audience.

- Expand into the consumer market.

- Partnerships with influencers.

- Advertising outside the local area.

- Adopt a slogan.

- Large advertising budget.

- Trade shows presence.

- Tourism features.

- Cider popularity growth in Australia.

- Cultivate customer loyalty.

Threats - New market entrants.

- Connecting with Gen Z. - Minimal social media platforms used.

- Lack of recall from inconsistent branding.

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Appendix 2 Brand Audit - The Brand Identity Prism

Physique

Personality

Still life art Class Sophisticated

Self-aware Authentic Friendly

Relationship

Culture

Brings people together.

Local/Home grown Sustainable Social Lifestyle

Reflection

Self-Image

Gen - Z Tertiary educated Social drinker Conscious and connected

I am social and look after my health I am a conscious consumer

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Appendix 3 Creative Brief Why are we advertising?

To encourage more people to ask HP&CM’s ciders and vinegars by name.

To whom are we advertising?

Our main target audience would be young adults. Predominantly people in their early 20s. (Gen Z).

“The prevalence of cider consumption within the population is linearly related to age – the older the person, the less likely it is that cider is their drink of choice” (VicHealth, 2014).

What do they currently think?

- They currently enjoy drinking cider but harcourt is not on top of mind.

- They are worried about their health when consuming alcoholic drinks.

- They wanted something relaxing and easy to drink at home.

- They wanted to escape the stress from their everyday life and hope that the product would make them feel better - They wanted a brand they can connect to What would we like them to think?

- Harcourt cider is a healthier option because they are locally grown and sustainable.

- Harcourt cider as an approachable and engaging brand - Harcourt cider as a premium and sophisticated cider drink What is the key consumer insight?

The target market is more inclined to support a brand that holds values reflective of their own. They also feel better about their purchase decisions whenever they believe in a brand.

“76% of Gen Zers have stated they want brands to respond to feedback and view this responsiveness as key to determining the authenticity of a brand” (Unidays, 2020) What is the single most persuasive idea or Unique Selling Proposition about the product?

The product is produced locally, sustainably, and has low food miles. The product is also healthier with low preservatives and no sugar.

Why should they believe it?

Harcourt Cider have 150 years of experience cultivating locally grown produce.

“For over 150 years Harcourt has been producing exceptional Apples and Pears, grown in Granite soils, in a climate that produces some of the best fruit in Australia.” (Harcourt Cider 2020)

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What is the brand personality we want to convey?

The brand personality is casual yet classy because we wanted to convey the ‘premium-cider’ image of Harcourt Cider. The brand identity that HP&CM’s currently have needs to be more cohesive throughout all platforms. So, refining the brand would be one of our main objectives.

What is the creative approach?

Trying to build brand image through humanising the brand to connect with the target audience. This will be done by using a soft-sell approach to send a message that HP&CM’s cider will help bring your friends and family together.

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Appendix 4 Current Promotional Activities Audit as @ 20 December 2020 Social Media Name

Channel

Followers

Post Frequency

Comments

Harcourt Cider

FACEBOOK

1443

Avg 1 post/month

- Underused.

- Some customer interaction.

- Good use of hashtags.

- No posting schedule.

- No theme to content, just whatever they have a photo of.

- No consistency.

- Old fashioned, country feel.

Harcourt Cider

TWITTER

169

Avg 1 post/ 2 months

- Very underused.

- No customer interaction.

- No posting schedule.

- No theme to content.

- No consistency.

- Old fashioned, country feel.

The Little Red Apple

FACEBOOK

835

Avg 1 post/month

- A mixture of TLRA and HP&CM content.

- Underused.

- Some customer interaction.

- No posting schedule.

- No theme to content.

- No consistency.

- Old fashioned, country feel.

Local/On-site Promotion Name

Description

Types of Promotion

Comments

Harcourt Cider Brewery

BREWERY

Brewery tours and

- Good branding on buildings.

- Excellent social media reviews.

- Underused.

- Under promoted.

tastings.

The Little Red Apple

Harcourtcider.com.au

FRUIT AND

Retail outlet for local

VEGETABLE

product and Harcourt

SHOP

Cider products.

WEBSITE

- Online Shop.

- Tasting notes.

- Wholesaler promotional posters and pamphlets.

- Awards.

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- Excellent social media reviews.

- Doesn’t focus on a theme, very mixed messages.

- Promotional materials need updating (prev 2017).

- Excellent information, needs to be promoted and easily accessible to all.

- Website is not well set out or managed.

- Awards hidden on other pages.

External Promotion Name

Description

Details

Comments

Harcourt Valley Tourism

HARCOURT VALLEY

- Small bio.

- Good exposure on tourism website.

BUSINESS PAGE

- Brief mention of product offering.

- More engaging information needed to attract interest.

- Contact Information.

Tradeshows/Events

BREWERS FEAST

Melbourne Boutique Craft

- 2021 Vendor.

ABBOTTSFORD

Beer Festival.

- Good exposure to conscious boutique drinkers.

- Attendance is under promoted.

CONVENT.

- Content is not promotional.

- Infrequent and not consistent.

POP-UP TASTING

- Underused.

- Pop-up stalls under promoted.

STALLS.

- Content is not promotional.

- Not consistent.

WINE BANK ON

- Good exposure to wine audiences.

Wine Festival.

- Attendance under promoted.

- Content is not promotional.

VIEW.

CIDER

The Australian Cider

- Michael Henry featured.

AUSTRALIA

Guide

- No mention of Harcourt Cider.

PROGRAM

The Block.

- Excellent exposure to a conscious boutique audience.

- Underused.

SPONSORSHIPS

- Not consistent.

Stockists

VARIOUS

Melbourne Boutique Craft Beer Festival.

- Wholesaler promotional material is from 2017, needs updating.

- Good range of mainstream, local and boutique stockists.

- Health food stores, supermarkets and bottle shops.

- Is available in all states and the ACT.

Earned Media

REVIEWS/

- Realciderreviews.com

SPECIAL

- Untappd.com

- Excellent, positive review.

- 3.57 stars/254 reviews.

APPEARANCES

YOUTUBE

- Hort Innovation

- Featuring Michael Henry - how he got into the cider business. No mention of Harcourt Cider specifically.

- Gardening Australia

- Featuring Michael Henry: orchards, apples, cider making process, no mention of Harcourt Cider specifically.

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Appendix 5

Team charter Overview This document sets out the way your team hopes to work together. Consider the charter as a living, breathing document that should be reviewed and updated as your views and working arrangements evolve.

Make sure that each team member retains a copy of the charter.

Each week your team is expected to discuss the progress of the team against goals and task completion.

Team details Team name Be creative!

GATA Agency

Team members Please list the full name (first name and surname) of each team member. ​Tayla Lewis 102710030 Ashleigh O’Kane 102795890 Grace Suhartanto 101657135 Ashleigh Mitchell 103117356

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Team charter Overview This document sets out the way your team hopes to work together. Consider the charter as a living, breathing document that should be reviewed and updated as your views and working arrangements evolve.

Make sure that each team member retains a copy of the charter.

Each week your team is expected to discuss the progress of the team against goals and task completion.

Team details Team name Be creative!

GATA Agency

Team members Please list the full name (first name and surname) of each team member. ​Tayla Lewis 102710030 Ashleigh O’Kane 102795890 Grace Suhartanto 101657135 Ashleigh Mitchell 103117356

29

Team charter Overview This document sets out the way your team hopes to work together. Consider the charter as a living, breathing document that should be reviewed and updated as your views and working arrangements evolve.

Make sure that each team member retains a copy of the charter.

Each week your team is expected to discuss the progress of the team against goals and task completion.

Team details Team name Be creative!

GATA Agency

Team members Please list the full name (first name and surname) of each team member. ​Tayla Lewis 102710030 Ashleigh O’Kane 102795890 Grace Suhartanto 101657135 Ashleigh Mitchell 103117356

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Team charter Overview This document sets out the way your team hopes to work together. Consider the charter as a living, breathing document that should be reviewed and updated as your views and working arrangements evolve.

Make sure that each team member retains a copy of the charter.

Each week your team is expected to discuss the progress of the team against goals and task completion.

Team details Team name Be creative!

GATA Agency

Team members Please list the full name (first name and surname) of each team member. ​Tayla Lewis 102710030 Ashleigh O’Kane 102795890 Grace Suhartanto 101657135 Ashleigh Mitchell 103117356

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Team charter Overview This document sets out the way your team hopes to work together. Consider the charter as a living, breathing document that should be reviewed and updated as your views and working arrangements evolve.

Make sure that each team member retains a copy of the charter.

Each week your team is expected to discuss the progress of the team against goals and task completion.

Team details Team name Be creative!

GATA Agency

Team members Please list the full name (first name and surname) of each team member. ​Tayla Lewis 102710030 Ashleigh O’Kane 102795890 Grace Suhartanto 101657135 Ashleigh Mitchell 103117356

Team charter Overview This document sets out the way your team hopes to work together. Consider the charter as a living, breathing document that should be reviewed and updated as your views and working arrangements evolve.

Make sure that each team member retains a copy of the charter.

Each week your team is expected to discuss the progress of the team against goals and task completion.

Team details Team name Be creative!

GATA Agency

Team members Please list the full name (first name and surname) of each team member. ​Tayla Lewis 102710030 Ashleigh O’Kane 102795890 Grace Suhartanto 101657135 Ashleigh Mitchell 103117356

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