Integrated MarketingIntegrated MarketingCommunications PlanCommunications Plan

for Clif Bar & Co.for Clif Bar & Co.

Erin CunninghamPR 410

Spring 2008

Executive Summary

Clif Bar & Co. products are not just for athletes anymore. They are a nutritious,

and surprisingly delicious, way to get vitamins and minerals into the body when there is

no time to sit down and make a meal. White-collar workers ages 18-34 need to become

aware of this fact and see Clif Bar products as helpful and healthy meal-replacements and

not just as an athlete’s energy bar.

By implementing an integrated marketing communications plan that utilizes

traditional media vehicles, such as print, television, and radio advertisements, as well as

support media, such as internet, direct-marketing, public relations, sales promotions, and

customer service, and gearing them all towards this target market, Clif Bar will be able to

successfully alter their perception of the company and its products. In turn, Clif Bar will

be able to enjoy a boost in sales, an increase in customers, greater market share, and a

more relatable image.

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Table of Contents

Brand Background.....................................................................................................5

Company Ideals...................................................................................................5

Products................................................................................................................6

Pricing..................................................................................................................6

Distribution..........................................................................................................7

Promotion.............................................................................................................7

Green Partnerships...............................................................................................7

SWOT Analysis.........................................................................................................9

Prioritized SWOT Analysis.................................................................................9

Market Influencing Conditions..................................................................................11

Target Audience...................................................................................................11

Geography............................................................................................................12

Seasonality and Timing........................................................................................12

Competitors..........................................................................................................13

Budgeting Considerations....................................................................................14

Marketing Objectives and Strategies.........................................................................15

Summary of Creative Strategy...................................................................................16

Creative Brief.............................................................................................................17

The Media:.................................................................................................................18

Traditional Media Objectives and Strategies.......................................................18

Magazines................................................................................................18

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Television Broadcast................................................................................18

Radio Broadcast.......................................................................................20

Support Media Objectives and Strategies............................................................21

Internet.....................................................................................................21

Direct Marketing......................................................................................21

Public Relations.......................................................................................24

Sales Promotion.......................................................................................25

Customer Service and Relationship Building..........................................27

Brand Activity............................................................................................................28

Brand Activity Flow Chart.........................................................................................29

Support Activity Flow Chart......................................................................................30

Assessment and Evaluation........................................................................................31

Works Cited...............................................................................................................32

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Brand Background

Clif Bar is a Berkeley, California-based company created by Gary Erickson.

Although the original idea for the company and its bars was thought up on a 175-mile

bike ride, it did not become a reality until 1992. Since then, however, it has grown to

become the “leading maker in all-natural and organic energy and nutrition food and

drinks” (Eller, 2005) for men, women, and children.

The company has positioned itself as having a niche product to show consumers

and competitors why they are a different kind of company. Unlike the other top brands in

the market, Clif Bar “has mined the all-natural niche with the tag ‘The natural energy

bar.’” (Pollack, Cuneo, 1998)

Company Ideals

The company has taken an eco-friendly, “green” approach to their business

tactics. This can be seen in their 5 Aspirations, statements on the company’s

sustainability:

1. Sustaining Our Planet: Keep our impact on the environment small, even as we grow.

2. Sustaining Our Community: Be good neighbors. Give back to the community.3. Sustaining Our People: Create a workplace where people can live life to its

fullest, even from 9-to-5.4. Sustaining Our Business: Grow slower, grow better, and stick around longer.5. Sustaining Our Brands: Make what people actually need. Never compromise

quality. (“Who We Are,” 2008)

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Products

The company has expanded its product line from the single athlete-inspired

energy bar, Clif Bar, to include a wide variety. Luna Bars are targeted towards “today’s

time-strapped woman who flies from job to personal tasks,” (Reyes, 2000) Clif Kid

products target active youths and help curb childhood obesity by offering “organic

ingredients, …no trans fat, no artificial coloring, and no processed sugars,” (Grady, 2005)

and Clif Shots target endurance athletes who need to recover after long activity.

Pricing

Although some consumers may argue Clif Bar products are a little pricier than the

competition, it is because of what they have chosen to do for the earth and their

customers. “People buy organic products because they’re potentially better for their

health,” says Michael Martin, president of MusicMatters, a green music industry that

works with Clif Bar. “All things being equal, [green brands] believe that consumers will

choose retailers and products that are doing good things for the planet.” (Paoletta, 2007)

Great taste is another reason for the higher prices. Gary Erickson knew that

having a wider variety of flavors, such as Chocolate Almond Fudge and Lemon

Poppyseed, would benefit the company and its appeal. “Green marketing campaigns must

deliver on primary product benefits—like…great taste. Once that’s achieved…

communicating environmental benefits can help justify premium pricing or, at a

minimum, sway purchasing decisions.” (Paoletta, 2007)

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Distribution

Clif Bar products have mainly been promoted to athletes (Reyes, 2000) however

distribution outlets have been expanding in recent years. Stores that would attract

environmentalists or outdoor enthusiasts such as REI, Performance, and Roadrunner

Sports carry the products, consumers can shop for their favorite products via the Clif Bar

website, and recently the company’s offerings have been placed on Amazon.com. Within

Amazon’s first month of selling bundled non-perishable items, Clif Bar nutrition bars

ranked among the site’s most popular items. (“Amazon Launches,” 2007)

Promotion

Clif Bar originally utilized “guerilla marketing teams in custom vans [that

targeted] athletes and weekend warriors with samples.” (Reyes, 2000) They have since

become a sponsor to athletes in over 2,000 professional and amateur sports, marathons,

and bike races. (“What We’re Doing,” 2008) In 2001 the company launched an $8

million print, radio, and spot television campaign. Products in the Clif Bar line have been

advertised in athletic and mountain biking magazines during the peak outdoor sports

season, March to October, while Luna Bar products have been advertised through

television spots in the summer and fall. (Reyes, 2000) There has also been a clothing and

accessory line created for their customers which includes hats, t-shirts, socks, biking

jerseys, travel mugs, and sports bottles.

Green Partnerships

Clif Bar began working with MusicMatters musicians in the past few years and

created the Clif GreenNotes program “which promotes environmental awareness and

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inspires [music] fans to take action.” (Paoletta, 2007) They also work in association with

numerous other green companies such as the International Mountain Biking Association,

American Whitewater, Leave No Trace, Organic Farming Research Foundation, and

Winter Wildlands Alliance. (“What We’re Doing,” 2008)

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SWOT Analysis

It is important to identify the good and bad of Clif Bar itself,

as well as any external factors, which may have positive or

negative consequences on the success of the company. By creating

a SWOT diagram, I have been able to narrow down the strengths

and weaknesses within the company which Clif Bar & Co. has

achieved and can work on, as well as any external opportunities

and threats that Clif Bar & Co. can benefit from and can prepare

for.

Strengths 1. Product variety2. Variety of distribution channels3. Positive brand image through green

goals and 5 aspirations4. Partnering with other

companies/events to increase brand awareness

5. Recycling program introduced

Weaknesses 1. More expensive than competition 2. Less brand awareness than other

brands3. Lasting negative perceptions of

organic products4. Demanding recycling program5. Little advertising

Opportunities 1. Increased interest in environmental

awareness2. Wide variety of potential customers

Threats 1. New entries in the product market2. Established competitive brands3. Difficult to find consistently high-

quality organic ingredients

Prioritized SWOT Analysis

Prioritizing the above advantages, disadvantages, favorable, and unfavorable

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conditions has allowed me to gauge where Clif Bar’s attention needs to be focused in

order to better the company. The following chart displays the impact each of the above

points has on the company and their practices.

Strengths Weaknesses Opportunities Threats9-

8-

Critical 7-

6-

5-

4-Need to Leverage 3-

2-

1-

3 5

-1---2-------4------ ------------------------

1 2

----------------- -----------------

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1-

2-Need to Address 3-

4-

5-

6-

Critical 7-

8-

9-

----------------------

1 5

---------- 3-----------

2 4

-----------------

2

--1--------------

3

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Market Influencing Conditions

The energy bar market has grown at about 12% per year since its creation in the

mid 1980s and is now worth over $2 billion in sales. Over 200 companies with 447

different energy bars entered the market between 1995 and 2005. (Grady, 2005) To

ensure that Clif Bar & Co. makes an impact with the current advertising campaign, we

must focus on key points, such as our target audience, geography of the campaign,

seasonality and timing, competitors, and budget considerations.

Target Audience

This day and age just about everyone is eating meals on the go, especially

younger white-collar workers, ages 18-34. I represent this age group and lifestyle with

the name “Phil.”

Phil does not have the time to create and enjoy a wholesome meal with all the

vitamins and minerals he needs. He works hard in order to gain recognition and possible

promotion at his job and is often on the go, but he also holds his social life dear. Because

of this, he may put his own nutrition aside for the sake of his job or outings with his

friends. Phil does consider himself to be health conscious in that he remains active by

going to the gym or playing pick-up sports games with friends, but he also enjoys food,

even the junky kinds, and recognizes the fact that he does not seek out the healthiest meal

alternatives.

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Geography

Phil can be found all around the United States, not just in specific cities. Because

this age group includes people making their first impacts in the work force, they might

not be as willing to relocate from their homes. The younger Phil would want to stay close

to home and not necessarily move to a big city, while the older Phil has the experience

and the ability to relocate to a city for work, or play. This being said, it is necessary to

create advertisements to be placed nationwide in the chosen media vehicles.

Seasonality and Timing

This campaign is to be on a pulsing schedule, so that there is continual advertising

throughout the year for these busy professionals, but with the heaviest advertising done

when the weather begins to warm during the spring and summer. At this time of the year

Phil may be participating in more outdoor activities and he may be wearing more

revealing clothing, as well, due to the temperature. Phil is not necessarily a self-conscious

person, but he is someone who wants to remain fit. Therefore if he has noticed some

winter weight gain he would want to change that before bathing suit season is in full

swing.

Keeping this information in mind, it is necessary to plan accordingly with all

phases of the campaign, including direct marketing, public relations, and sales promotion.

These phases of the campaign will also be implemented when the weather begins to

warm in the spring and early summer in order to boost sales during the second quarter of

the sales year. The chart on page 22 graphically displays this schedule.

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Competitors

Energy bars of the past were often described as being “foul tasting fuel sources

for jocks.” (Pollack, Cuneo, 1998) Unfortunately, this stigma sometimes holds true.

However, the product category has made a large switch to “going the way of granola”

and breaking off into other categories such as snack foods and meal replacements for

kids, seniors, the health conscience, and athletes. (Pollack, Cuneo, 1998) Even with this

switch and the fact that Clif Bar products fit in nicely with their “all-natural” niche, there

are two main competitors: PowerBar Inc. and Balance Bar Co. (Pollack, Cuneo, 1998)

Known as being the first company to market an “energy

bar…concentrated high-carbohydrate snack designed to provide a quick between-meal

calorie boost…fortified with vitamins and other substances.” (“PowerBar Inc.,” 2007)

Although the bars were originally “aimed at runners and other athletes,” they are now

“distributed through mainstream supermarkets, with ad campaigns targeting people inn

all walks of life.” (“PowerBar Inc.,” 2007) Despite this claim, however, the PowerBar

website continues to emphasize that athletes are its main target. “PowerBar products…are

developed to meet the sports nutrition and energy needs of every type of athlete.”

(“PowerBar Products,” 2008)

Balance Bar products could be considered the “diet bar” considering its

roots in dieting plans, despite its successes in the athletic world. Not

only was it created to resemble the Zone Diet, popular in the mid-1990s, but it also

announced an alliance with Jenny Craig in October 1999. (Walden, 2008) However due

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to intense competition, Balance Bar Company saw its stock price plummet in late 1999

and has yet to make a strong recovery. (Walden, 2008)

Budget Considerations

It is greatly important to consider marketing communications spending as an

investment, rather than a cost, because of the return on investment. Because both

percent-of-sales and share-of-voice budgeting do not “take into consideration the quality

of the creative messages” of the new campaign, (Duncan, 2005) I feel it would be more

beneficial to use a combination of both objective-and-task and return-on-investment

budgeting.

By implementing objective-and-task budgeting, we will be able to estimate the

cost of each specific marketing communications task we are considering implementing.

We can then use this information to work with the company’s ROI budgeting and we will

be able to closely estimate “to what extent [Clif Bar] will profit from the dollars

allocated” to each section of the campaign. (Duncan, 2005) This way we know roughly

how much things will cost and also how much return we will receive and “better [our]

chances of arriving at the most cost-effective level of MC spending.” (Duncan, 2005)

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Marketing Objectives and Strategies

Increase sales to white-collar adults, ages 18-34, by 30% within the next eight

months.

o Develop a series of :30 television ads referencing the hectic and battle-like

environment this demographic works within.

o Develop a series of :30 radio ads also referencing said work environment.

o Develop a series of full-page bleed color magazine ads also referencing

said work environment.

Increase customer repeat purchasing by 20% within the next six months

o Develop series of direct marketing and sales promotion tactics to entice

first time purchasers into the stores or website.

o Push Clif Bar and its products into the news arena as often as possible.

o Entice customers to become involved with the company through Clif Bar’s

environmental practices.

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Summary of Creative Strategy

This advertising campaign will hone in on the toils of the workplace and

workweek that our target market deals with. The media vehicles chosen will display

common work scenes being compared to war and battle scenes with a specific call to

action asking them to prepare themselves. For example, one may display the mad rush of

young professionals fighting to get onto the subway or elevator, while another may show

them fighting to make a deadline.

By focusing on the battles our target market faces at work, we will actually be

able to transform their current idea that Clif Bar is an athlete-only energy bar. It is not

just for rock climbers or cyclists anymore, but instead for the fighting workpeople of the

world that need the energy and nutrients to stay on top of their game while they spend a

great deal of their time fighting for recognition and promotion in the workplace.

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Creative BriefWhy are we advertising?

To position Clif Bar energy bars as the best alternative to other energy bars or unhealthy

snacks and remind people how much nutrients they need to put into their body.

Who are we talking to?

Men and women, ages 18-34, who are infrequent or nonusers of Clif Bar products. They

are health conscious and on the go in white-collar jobs. They recognize the need for

vitamins and minerals in their diet but don’t have time to search out the right products.

What do they currently think?

“Clif Bar products are for outdoorsy people who go rock climbing or biking and need the

extra energy. When I’m on the go with my busy schedule I think of quick snack foods,

not energy bars.”

What would we like them to think?

“I don’t have time to get all the vitamins and minerals I need but Clif Bar products have it

all. They’re quicker, easier, tastier, and better for me than other energy bars or snacks.”

What is the single most persuasive idea we can convey?

Clif Bar has everything you need, and want, to prepare for the battle-like workweek.

Why should they believe it?

Clif Bar is delicious, easy to eat, and wholesome.

Are there any creative guidelines?

:30 TV ad

:30 radio ad

Full page bleed color magazine ad

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The Media

Traditional Media Objectives and Strategies

To best advertise towards our prospective targets, it is necessary to utilize the

pulse method during the advertising campaign. This way there is continuous advertising

throughout the year and extra in the second quarter when our target market is trying to eat

healthier due to warming weather. Advertisements for the products will be placed in

magazines, on cable television, and on local radio stations.

Magazines: Nation-Wide

Reach: Have a minimum reach of 60 during all four quarters of the year.

Frequency: Have a minimum frequency of 3 per quarter.

According to a 2001 MARS OTC/DTC Pharmaceutical Study, magazine

readership can be easily divided by age and sex. (Soong, 2002) Using information

gathered from the study, as well as recent MRI data, I have created a list of magazines

that Clif Bar advertisements can be placed within:

o Geared towards women: Marie Claire, Shape, In Style

o Geared towards men: Business Week, Maxim, Men’s Fitness

o Other: The New Yorker, US Weekly, People

Television Broadcast: Nation-Wide

Reach: Have a minimum reach of 75 during the second quarter of the year and a

minimum of 60 during the others.

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Frequency: Have an average frequency of 8 per quarter in markets where share

is over 20 percent.

According to information from Time Warner Cable, certain cable television

stations rank higher among adults, ages 18-34, than others. Out of the list provided by

Time Warner, I chose five stations that can offer the best advertising opportunities for

Clif Bar and reasons why (“Persons 18-34,” 2008):

o Comedy Central

Comedy Central targets ages 25-34, which drives Comedy's highly

ranked concentration of adults 18-49, 18-34 and 25-54.

Comedy's "smart" programming attracts one of cable's highest

concentrations of "light" viewers. These viewers are selective and

discriminating and are likely to pay more attention for these

reasons.

Comedy Central ranks #1 among measured cable networks for

"paying full attention" to the programs on the network.

o E!

E! reaches a desirable, active audience of upscale, professional,

college educated adults 18-49.

o ESPN

At the end of 2003 ESPN's estimated coverage was 84% of U.S.

TV households.

ESPN has enjoyed steadily greater coverage over the past twelve

years, increasing by more than fifty-seven percent.

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o TBS

The best comedy line-up on television: Monday through Friday.

No other network creates appointment viewing like TBS. Dinner &

A Movie, The Man Made Movie, The Movie Break and Movie & A

Makeover offer a unique programming environment that targets

specific demographic groups.

TBS features MLB that includes one of the National League's best

teams, the Atlanta Braves. In the fall, College Football's hottest

conferences, PAC-10 and BIG XII, compete for 11 consecutive

weeks each Saturday night.

o VH-1

VH1 has the second highest concentration of adult 18-49 viewers

among any network.

The median age of the VH1 viewer is 29.2.

VH1 has the highest concentration of adults 18-49 with a

household income of $60K+

Radio Broadcast: Local

Reach: Have a minimum reach of 65 during the second quarter of the year

and a minimum of 55 during the others.

Frequency: Have an average frequency of 8 per quarter in markets where share

is over 20 percent.

According to MRI data, people that consumer Clif Bar products are most likely to

listen to the radio during the week, Monday through Friday, between midnight and 6AM.

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(MRI+, 2006) This means they are most likely listening to the radio while they get ready

for work in the morning and during their commute. Because people traveling to work in

urban areas commonly use public transportation and may choose to listen to an MP3

player over the radio, it is necessary to choose radio stations that reach beyond city limits

and also include a city’s surrounding suburbs.

Support Media Objectives and Strategies

In order to have the most effective advertising campaign that yields the most

company and consumer benefits, it is necessary to also deal with the internet, direct

marketing, public relations, particular sales promotions, and relationship building to push

our potential clients in the right direction and keep them as customers.

Internet

The Clif Bar website is, at the moment, in great shape. It has a simple and easy to

use format where customers can choose what they see and when. There is a wealth of

information on each product’s ingredients, primary benefits, etc., and on Clif Bar sports

sponsorships. Links are also available to take the customer to websites that are in

association with Clif Bar. Because there does not need to be anything changed on this

website, simple upkeep is suggested to keep the customers happy and returning.

To actually attract potential customers to the website, however, will be the

job of our direct marketing objectives, discussed later.

Direct Marketing

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1. Produce Leads: Increase website traffic by 8%within 4 months.

Considering the cost and intrusiveness of telemarketing when it comes to direct

marketing, as well as keeping the target market and their work/time constraints in mind, I

chose to avoid telemarketing as a starting-off point to my direct marketing campaign.

Instead, I chose to utilize a simple direct mail piece since findings indicate those who

respond to direct mail have increased and that young adults, a major segment of my target

demographic, are “more likely than any other demographic group to respond to a direct

mail offer.” (Duncan, 2005)

Rent a subscriber’s list for certain magazines known to have large Clif Bar

consumer readership: Marie Claire, Shape, In Style, Business Week,

Maxim, Men’s Fitness, The New Yorker, US Weekly, People. (Soong,

2002, and MRI+, 2006)

Send personalized direct mail postcard with “handwritten” message to

“cut through mailbox clutter” (Duncan, 2005) enticing potential customers

to visit Clif Bar website

2. Qualify Leads: Increase e-mail subscriber list by 5% within 4 months

The target market may not have a lot of time to shop outside of work and

therefore utilizes Internet catalogs and shopping websites. Considering this, I have

chosen to use the Clif Bar website as an outlet for possible consumers to “raise their

hands” and show their interest in our products. (Duncan, 2005)

Create a website entrance prompting surfers to “register” by entering their

e-mail address and how they heard about the Clif Bar website.

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Send direct mail e-mail asking if those registered would like to subscribe

to Clif Bar e-mail, explaining that the e-mails provide information on

product sales, details on new products, events, and more. Provide a click-

through link to automatically subscribe from the direct mail e-mail.

3. Strengthen Brand Relationships: Increase purchases by 3% in urban areas

within 4 months

At this point in the direct marketing campaign, leads have been gathered and a

certain percentage has been qualified. These customers are very important to Clif Bar’s

current research and future campaign planning. It is very important to gain more

information about these specific people through a type of direct marketing tactic and

there is no better way than to offer an incentive for their valuable information.

Send personalized direct mail packages to people who have purchased

products through the website and to those on the Clif Bar e-mail

subscription list.

Include in mail package:

o A letter to the customer detailing Clif Bar’s 5 Aspirations and how

Clif Bar is out to make a better product and a better world, etc.

o A product catalog detailing product information and benefits

o A guide to healthier eating habits for people on the go

o Small coupon booklet for future purchases

o A business reply card and envelope with a detailed consumer

interest survey that when sent in, they will receive a free Clif Bar

bumper sticker or water bottle.

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Public Relations

1. Increase brand awareness; Increase website traffic by 12% within 3 months

Although it may not be cost-effective (Duncan, 2005) it is important to get the

Clif Bar brand name “mentioned din the mass media in as many different ways, times,

and places as possible.” (Duncan, 2005) This way, customers are reminded as often as

possible that Clif Bar products are doing good things not only for their bodies, but also in

their neighborhoods.

Create print and video press releases about urban target market lack of

nutrition emphasizing our products as helping this problem.

Create print and video press releases and hold press conferences for any

and all Clif Bar sponsored events to be read in urban areas where target

market is located.

2. Create buzz; Increase e-mail subscriber list by 7% within 3 months

In order to “create a deeper level of brand knowledge,” (Duncan, 2005) I have

decided to directly contact our target customers as well as entice them with free events

they may find interesting. While the brochures provide more information than an

advertisement can, the events not only provide the same information but from a source

they believe, but also shows that the company cares about their interests as people.

Send out brochures to target market workplaces.

Hold mini-events featuring Green Notes bands such as O.A.R., Gomez,

Hot Buttered Rum, or the John Butler Trio (“Why Clif Bar?” 2008) at the

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end of the workweek in urban areas where target market is likely to view

or participate.

3. Generate a sense of involvement: Increase event audience or participation by

3% within 3 months

It is important to keep our current and our prospective customers aware of what

Clif Bar is doing for the environment, for their bodies, and for their local community.

Reminding them of this through the mass media will only further their interest in the

brand, the brand’s products, and the brand’s events.

Create print and video press releases for local Clif Bar sponsored events.

Create event information and sign-up sheets on the Clif Bar website.

Sales Promotion

1. Increase trial and repurchase; Increase sales with coupon use by 12% within 3

months

It has been shown that “sales promotions such as special prices…can motivate

prospective customers to try something for the first time” and that “coupons on and inside

packages…encourage repurchase.” (Duncan, 2005) Because of this, I have chosen to

implement those two types of promotion.

Mail out coupons to prospective customers to receive items for half-price.

Include coupons towards future purchases on Clif Bar packaging for a

limited time.

2. Build customer databases; Increase customer information accounts by 7%

within 3 months

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It is of great importance to a company to gain information on their current

customers. If we know exactly who our current customers are and what they like or want

in a product, we will be able to cater any future sales promotions or reward programs

specifically to them.

Use the package to invite customers to the company’s website to take a

consumer survey with premium items sent directly to them as incentive.

Set up a sweepstakes with a downloadable entry form.

3. Cross-selling and extending the use of the brand; Increase new item sales by

5% within 3 months

If customers have become familiar with Clif Bar as a brand name and frequently

purchase our items, “selling them on other products under the [Clif Bar name]…can be

more cost effective than selling to those unfamiliar with the brand.” (Duncan, 2005)

Keeping this in mind, it is important to be aware of why our customers are purchasing

our products and use that information to our advantage.

Offer price reductions on new or improved products introduced by the

company.

Implement a UPC code redemption program that offers a small cooking

kit and book detailing healthy, tasty recipes and tips for staying healthy

while on the go.

4. Increase quantity of purchase; Increase purchase cost by 3% within 3 months

In order to get customers purchasing more Clif Bar items, it is necessary to offer

promotions that actually provide incentive for purchasing more items. Since our target

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market works year-round, there was no reason to offer special promotions on the products

in any particular time of year.

Offer a rebate on large-quantity online purchases, such as “Get $15 when

you spend $75 or more.”

Offer “buy two get one free” coupons in-store and online for a limited

time.

Customer Service and Relationship-Building

1. Have 95% of customers rate their interactions with Clif Bar as “good” or

“very good” on a five-point scale.

Provide free telephone number on packaging, advertisements, direct mail

pieces, etc.

Provide website on packaging, advertisements, direct mail pieces, etc.

Provide mailing address, fax-number, and customer service e-mail address

and phone number on easily accessible page on website.

Initiate a training program for all customer service representatives so that

they are knowledgeable on each of Clif Bar’s products.

Provide a “comment” link and e-mail address on the website to obtain

positive or negative feedback from customers.

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Brand ActivityWhen it comes to scheduling advertising it is important to consider when and

where the target will have a chance to see the advertisement. Because I have chosen to

utilize pulse advertising, the chart displaying the traditional media activity shows each

month’s regularly scheduled advertising as well as the months with heavier advertising to

entice the target market’s interest in the company and products.

The second chart displays the support media, including direct marketing, public

relations, sales promotion, and customer service plans, throughout the year. The majority

of the activity is only for a limited time while others are year round.

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Brand Activity Flow Chart

Jan. Feb. March April May June July Aug. Sept. Oct. Nov. Dec.Magazines:Business Week                        In Style                        Marie Claire                        Maxim                        Men's Fitness                        New Yorker, The                        People                        Shape                        US Weekly                  Television:Comedy Central                        E!                        ESPN                        TBS                        VH-1                        Radio:Early Morning                        

KEY:  is light advertising  is heavy advertising

Support Activity Flow ChartJan. Feb. March April May June July Aug. Sept. Oct. Nov. Dec.

Internet:Maintenance                        Direct Marketing:Postcard        Website Registration                        E-Mail        Mail Package        Public Relations:Video & Press Releases      Brochure      Mini-Concerts      Sign-Up Sheets      Sales Promotion:Coupons      Package Invitation      Sweepstakes      Price Reduction      UPC Code Redemption      Online Rebate      In-store coupon      

KEY:  is implementation

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Assessment and Evaluation

In order to be sure this integrated marketing campaign has achieved its goals,

testing needs to be done on our target market. I believe the greatest wealth of information

can be gathered from administering the following assessments:

Surveys: An intercept survey can be implemented anytime throughout the course

of the marketing campaign as to decide if those within the target market “understand a

concept and, if they do, whether they like it.” (Duncan, 2005)

Focus Groups: One or more focus groups would be helpful in determining if

there are any “red flags” in the decided upon campaign and, if so, how to go about fixing

them. We can also learn a great deal about what customers think of the product

“category, competing brands, and message strategies.” (Duncan, 2005)

Tracking Study: By administering a tracking survey we will be able to “measure

brand awareness, trial, repeat, and customer satisfaction with a brand and its

competitors.” (Duncan, 2005) Also, because these tests are ongoing, we will be able to

see the change in attitudes and purchase behaviors from before the implementation of the

campaign all the way through the after the campaign has run its course.

Works Cited:

“Amazon Launches Online Grocery Store.” Gourmet Retailer 27 (2007): 10. Business Source Premier. EBSCo Host. 30 Jan. 2008.

Duncan, Tom. (2005). Principles of Advertising & IMC. (2nd ed.). New York: McGraw-Hill/Irwin

Eller, Mark. "CLIF Bar and IMBA Award $6,000 in Grants." IMBA: International Mountain Bicycling Association. 1 Sept. 2005. 1 Feb. 2008 <http://www.imba.com/news/news_releases/09_05/09_01_clif_winners.html>.

Grady, Barbara. "Battle of the Bars." BNet. 11 June 2005. 2 Feb. 2008 <http://findarticles.com/p/articles/mi_qn4176/is_20050611/ai_n15837395/pg_1>.

MRI+. 2006. 4 Mar. 2008.

Paoletta, Michael. “From Hippie to Hip.” Billboard 23 May 2007: 30. Business Source Premier. EBSCo Host. 30 Jan. 2008.

"Persons 18-34." Time Warner Cable Media Sales. 2008. Cable Television AdvertisingBureau. 7 Mar. 2008 <http://www.cablemediasales.com/pages/nets/

?cp=nets&sp=demo&demo=P18-34>.

Pollack, Judannn, and Alice Z. Cuneo. “Energy bars examine strategy as entries hike competition.” Advertising Age 69 (1998): 3+. Business Source Premier. EBSCo Host. 30 Jan. 2008

"PowerBar Inc. - Company Profile, Information, Business Description, History, Background Information on PowerBar Inc." Referenceforbusiness.Com. 2007. NetIndustries, LLC. 5 May 2008 <http://www.referenceforbusiness.com/ history2/64/PowerBar-Inc.html>.

"PowerBar Products." Powerbar.Com. 2008. 5 May 2008 <http://www.powerbar.com/ Products/ProductList.aspx>.

Reyes, Sonia. "Muscling in: Clif Bar Pumps First TV; Eyes Athletes, Noshers on the Run." Brandweek 41 (2000): 7. Business Source Premier. 2 Feb. 2008.

Soong, Roland. "Demographic Profiles of Magazine Audiences." Zona Latina. 14 Feb. 2002. 7 Mar. 2008 <http://www.zonalatina.com/Zldata222.htm>.

Walden, David M. "Balance Bar Company." Answers.Com. 2008. 5 May 2008 <http://www.answers.com/topic/balance-bar-company?cat=biz-fin>.

"What We're Doing." Clif Bar & Company. 2008. 29 Jan. 2008 <http://www.clifbar.com/soul/what_were_doing/>.

"Who We Are." Clif Bar & Company. 2008. 29 Jan. 2008 <http://www.clifbar.com/ soul/who_we_are/>.

“Why Clif Bar?” Clifgreennotes.com. 2008. 27 April 2008. <http://www.clifgreennotes.com/why/php/>.

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