Going with TV ads was the standard approach that most campaignsĪt PepsiCo took. Precedent for how to conduct a successful viral campaign. Say, all eyes at PepsiCo were on Barnard and Tamaro.ĭespite a few attempts within PepsiCo to use social media to reach consumers, there was little It was the only majorĬategory where neither Pepsi nor its rival, Coca-Cola, had the top market-share position. Yet, PepsiCoĮxecutives had given a Super Bowl spot to Brisk over bigger brands such as Lay’s and Mountain Dewīecause top management had decided to invest in the brand and in iced tea. To the $10 billion1 from its holding company, the Pepsi Americas Beverages division. So PLP’s $340 million in net revenues in 2009–2010 seemed like a drop in the ocean compared PepsiCo was the second-largest food and beverage company in the (PLP), owner of Brisk, was in charge of the final decision and conferred with Tamaro, brand buildingĭirector for Brisk, on what to do. Should they stick with advertising on TV or try out a “viralĪdvertising” approach in social media? Their budget wouldn’t allow them to use both media.īarnard, vice president at PepsiCo and the general manager of the Pepsi-Lipton Tea Partnership What Barnard and Tamaro needed toĭecide was how to continue the advertising momentum in the months following the most-viewed To show a Brisk ad during the Super Bowl in early February. To start off the year, it had purchased a spot That it would start investing heavily in the brand in 2011. In 2009, Brisk sales began rising, and it attained a 10% market share in the fastgrowing ready-to-drink tea category, despite having virtually no advertising support. Work on the relaunch of Brisk Iced Tea, a brand that had had its glory days in the ‘90s and hadīecome stagnant. Headquarters after a meeting with their new advertising agency. In September 2010, Mary Barnard and Marisol Tamaro returned to their offices at PepsiCo
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