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Contract
This plans book presents the Texas Advertising Group’s (TAG) recommended national, fully integrated
marketing campaign for JCPenney (JCP) targeting females 25-34. The campaign runs February 1, 2012
to January 31, 2013 and is designed to acquire new and retain existing customers to grow JCP’s share of
wallet from this segment.
TAG has established an overall marketing objective of increasing sales to females 25-34 by $210
million. This will be achieved primarily by garnering new business from three main competitors (Kohl’s,
Macy’s and Target) and by increasing sales to current JCP customers who are members of the target.
TAG’s recommended $100 million satellite campaign is built around the positioning and brand
architecture used in the currently successful “We make it affordable, you make it yours” campaign.
All TAG’s recommendations are based on a research foundation that includes 365 mind-maps, 9 in-
depth interviews, an online survey with 102 respondents, as well as extensive secondary research.
Based on these building blocks, TAG analyzed females 25-34 and concluded that they are an extremely
diverse group that breaks down along maturity fault lines. For example, the target includes Fresh-Faced
Practical Pros (25 – 27), Newly Married Go-Getters (28 – 30) and Fashion-Conscious New Moms (31 – 34).
Although these groups are diverse, TAG’s single big idea is focused on the emotional bond between the
targeted females and retailers that bridge the entire demographic. This bond is based on the fact that
the strength of a relationship between a customer and a retailer relies not only on the merchandise
sold, but more importantly, on the stories created by the customer, based on their experience with that
merchandise.
The campaign will achieve the increased sales objective by utilizing a media strategy built around
engagement, buzz, cohesion and utility, as well as a creative strategy that focuses on the stories
created by females 25-34 based on their experiences with JCP’s clothing. In order to continuously
and effectively reach the target, the 360-degree media plan is built around touchpoints that are both
traditional and non-traditional. Non-traditional touchpoints include Groupon, Pandora and Shazam.
The media and creative strategy will be complimented by TAG’s suggested new partnerships with
Seattle’s Best, Glamour’s Young & Posh and Carrie Underwood. Importantly, TAG recommends against
adding additional clothing lines but instead highlighting JCP’s new partnerships with MNG by Mango
and Call It Spring by Aldo.
In conclusion, TAG’s strategy of focusing on the emotional bond between a customer and a retailer will
create a lasting impression of JCP among females 25-34. Through TAG’s fully integrated campaign of
creative, media and partnerships plus an enhanced digital and in-store experience, the target will be
effectively reached. TAG is confident that this marketing campaign will deliver the $210 million in sales
that will signify success.
This chapter presents a JCP company and brand history, a brief evaluation of JCP’s
products and service mix plus an overview of TAG’s primary and secondary research
findings. This chapter concludes with TAG’s SWOT analysis.
Since its inception, JCP has stayed true to a platform revolving around hard working
Americans and treating both consumers and employees no less than the way they would
treat their own families. From the first time the flagship store opened its, then, quaint
shop doors in 1902, JCP has evolved into a household name and a major player in the
nationwide retail industry. From the beginning, JCP has been home to affordable,
fashion-forward brands at the national level and even host to select private brands
exclusively designed for JCP.
JCP’s tenacity and flexibility in adapting to changing times and social demands is
evident in its thriving ecommerce site and expansion to over 1000 department stores
in the US and Puerto Rico, continuing the story telling of not only a mere department
store, but building the story of it’s shoppers for over 100 years.
“I go to Penney’s as a retreat.”
April Rains, Age 28
As the pie chart from the case indicates (left), JCP’s sales are
concentrated in three major categories: women’s apparel, home
fashions, and men’s apparel. However, women’s apparel and
accessories, which are the prime drivers of department store selection,
constitute 35% of JCP’s sales. JCP also offers services including full
salon services, professional portraits, and a comprehensive baby and
bridal gift registry.
JCP’s versatile product offering reflects the individuality of its target
and its versatility in not only fashion styles, but lifestyles. JCP has
Services and other successfully recognized
4% its changing demographic and has responded
11%
in a bold way by introducing modern, fashion-forward brands to better
Women's Apparel
embrace the style quotient of the19%
JCP name.
Men’s Apparel
Women's Accessories
assets. JCP’s key differentiating factors include: (1) Sephora product
offerings within JCP; (2) exclusive7% brands including- MNG by Mango,
Children’s Apparel
Call it Spring by Aldo, Liz Claiborne and American Living; and, (3)
Family Footwear host to private
11%
label brands, each one exuding a distinct look, including:
Arizona Jeans, St. John’s 24%
Bay, IYRonson, and many others.
Fine Jewelry
2. As this demographic matures, the once frivolous shoppers, now view most purchases as an
investment. This is where the importance of creating value perception is key.
3. In all categories of purchases, females 25-34 identify themselves more closely with younger
females than their older counterparts, indicating their desire for younger styles and attire for
jump-starting their career.
4. When it comes to shopping, these women do their homework. The Internet is a major
research tool, with in-store follow-up purchases not far behind.
5. The way clothing fits becomes more important with each passing year. As they age, these
women want clothing that fits well, polishes their look and can still be personalized.
6. JCP customers have a desire to be rewarded for showing loyalty to their favorite stores, and
they long for a more personalized relationship. The JCP woman feels like her favorite store is
a large part of her life; she creates a relationship with the store and wants to feel as if she is as
important to the store as they are to her.
Primary Research
TAG’s primary research focused exclusively on females 25-34 and consisted of the following: (1) 365
mind maps; (2) 102 online survey respondents; (3) 9 in-depth interviews; (4) ten on-spot interviews;
and, (5) an in-store and general retail observation study.
Based on this primary research, TAG derived six key insights. These insights provide the basis of TAG’s
target market definition and all other strategic and tactical recommendations.
Within the age range of 25-34 there are three major “maturity fault Lines” which TAG identified
through our primary research. These women have distinct personalities and are in differing life stages.
However, while this effects the media placement and messaging strategies used, all women in the target
essentially want an exciting brand experience that offers stylish merchandise that they will cherish and
value over time.
Females 25-34 are pressed for time. Whether it be due to a bustling career or a demanding family/social
life, shopping is an activity that is squeezed into a tight time frame. This impacts a variety of target-
relevant decisions including choosing between free-standing versus mall department stores.
Whether “burden” or “escape” shoppers, both segments of the target want shopping to be as painless
and enjoyable as possible. Many women interviewed depicted shopping at JCP as “an escape” or “a
time to relax”. This “ME time” sentiment plays a strong role in decision making in the target’s choice of
where to spend their limited shopping time.
Many members of the target communicated that brand names were less important than style quotient
and versatility of the merchandise in their purchase decisions.
The target perceives value as a combination of merchandise quality, item price and brand personality
perception. No one variable dominates.
A majority of the targeted females interviewed, as well as those surveyed online, reported having visited
JCP at some point in their lives. Many of these women experienced JCP as youngsters with their family,
most often with their mothers. However, many of these women are not continuing the lineage of JCP
being the family shopping destination for their own lives and new families.
Based on these six insights, TAG developed the following profile of the targeted females 25-34:
In addition to these key insights, TAG created the archetypes of “burden” shoppers and “escape”
shoppers to capture the variability of attitudes toward the retail shopping experience. These archetypes,
as defined below, also emphasize the importance of the in-store experience.
Burden shoppers view shopping as a necessity not an enjoyable activity. They pursue in-store
experiences in short bursts and typically search for a specific item and abandon their efforts if the item
is not immediately found. Burden shoppers are more inclined to employ online shopping and other
digital techniques to decrease the time spent searching for merchandise.
Escape shoppers love to shop. They view the retail experience as a getaway and a stress reliever.
Similar to the burden shopper, they also appreciate easy in-store navigation. However, they spend
longer periods of time perusing shelves and enjoying any extra services offered by a retailer. Escape
shoppers research online as well, but frequently browse in-store before completing a purchase.
It is important to note that based on individual circumstances, at any given point-in-time, members of
the target market can be either a burden or an escape shopper.
During the Fall of 2010 mind maps were constructed, via in-depth interviews, for 365 females
25-34. This data set included JCP and four of its competitors: Macy's, Kohl's, Target and
WalMart.
These mind maps provided TAG with unique perspectives that influenced TAG's
recommendations across all campaign decisions. Summary mind maps were constructed for
JCP, Kohl’s, Macy’s and Target. These are presented below and on the next page.
This chapter opens with statements of JCP’s vision and positioning. This is followed by TAG’s overall
marketing objective against the 25-34 target of increasing sales by $210 million. Next, a brief discussion
of marketing mix strategies is presented. The chapter concludes with a comprehensive statement of
TAG’s recommended creative strategy including the single big idea around which all efforts centered.
Positioning
JCP is positioned as the department store that invites customers to discover a wide-variety of clothing and
other merchandise while providing customers with an attractive blend of style and quality at compelling
prices.
Marketing IBP/Objectives
The overall marketing objective of TAG’s campaign (February 1, 2012 – January 31, 2013) is to increase
JCP’s sales to females 25-34 years old by 11%. This increase will be achieved primarily by stimulating
Kohl’s, Macy’s and Target shoppers to shift a portion of their purchases to JCP. In addition, a significant
portion will come from increasing purchases made by current JCP shoppers.
Building on JCP’s already well established success as an online retail leader, TAG will increase online
sales to females 25-34 by $21 million over the course of the campaign. This increase is based on Forrester
projections of online growth coupled with
TAG’s campaign strategy and focusing
Source of Sales Increase % Garnered Sales Increase
on the consumer (millions)
experience, which is
specifically targeted to female customers
25-34. Kohl’s 25% $52.5
TAG’S campaign targeting females 25-34 will capture customers from Kohl’s, Macy’s and Target. The
rationale for focusing on these three competitors is explained below.
1. In-depth interviews and mind map analyses indicated that apparel/accessories are the key
motivators which dictate store switching behavior among members of this market.
2. The Mango and Aldo lines are a great fit for females 25-34. TAG has concluded that the appeal of
these brands is strong enough to motivate competitors’ shoppers to switch to JCP. For example,
these women would be strongly attracted to Mango and Aldo versus Kohl’s Lauren Conrad and
Simply Vera lines. The same is true with Macy’s Style &Co and BCBG as well as Target’s
store brands.
3. Leveraging these JCP brands via TAG’s persuasive creative appeals coupled with innovative and
savvy media strategies and other IBP programs will effectively position JCP to pull customers away
from these competitors.
4. Based on both the size, as measured by women’s apparel sales volume, and the similarity in
consumer profiles between JCP and each of the three competitors: TAG forecasts that the source
of JCP’s new business will be 25% from Kohl’s, 20% from Macy’s, 15% from Target, and 10% from
all other stores.
Product Place
TAG recommends no change in JCP’s merchandise mix. By
TAG recommends no change in JCP’s current network of
leveraging the recently acquired, exclusive partnerships with
store locations, as it would be inappropriate to recommend
Liz Claiborne, Aldo and MNG by Mango, style will be placed at
such changes as a part of a supplemental campaign focusing
the forefront of JCP’s branding. Supplementing these clothing
and shoe partnerships with the Sephora beauty partnership exclusively on females 25-34.
will create an attractive product mix for the target. TAG
will also focus on creating a segmented space with clothing
specifically for females 25-34.
Price Promotion
TAG recommends continuing to transition JCP from the low TAG recommends an aggressive promotional strategy centered
price leader to the value leader, while maintaining current around the emotional bond created between females 24-35 and
price points. TAG’s focus will be making JCP the leader in department stores.
value rather than price. Currently, Macy’s beats JCP as the
“luxury” department store leader, while Kohl’s gains share in This strategy is supported by an innovative blend of media
the discount department store market. TAG anticipates that including digital, online and traditional. These are supplemented
Kohl’s will maintain its position as the leader in low price. by enhancing the in-store experience, new partnerships, and
community relations all specifically targeted to these women.
Statement of Creative Strategy
TAG’s creative strategy and tagline, “life’s little closet,” is based on research drawn
from analysis of perceptions of department stores pulled from consumer mind maps
and in depth interviews.
First, the underlying strategy is explained in the Creative Origins section, this
discussion is followed by coverage of TAG’s Creative Brief.
Creative Origins
Fashion is a Feeling
Our strategy for JCP was borne of human truth: clothes are only clothes until you give
them a story. Fashion sense and style is measured by how clothing makes the wearer
feel. Worldwide, shopping is a female obsession; for some, a new pair of black heels is
more important than paying a phone bill on time. This is not because new clothing is
imbued with some kind of fashion magic; it is because clothing brings what a woman
feels to the surface. She may not realize her little black heels are magical until three
months, an awkward first date and a dinner party have passed, but her clothing is now
part of her life story.
Back To Reality
This strategy is a shift away from the short-lived, trendy glam of department store
branding. Our creative plans involve the use of real women telling their stories in
relation to JCP clothing and products in order to encourage a life-long quality rela-
tionship with each item and the store itself. Branding efforts under this strategy take a
holistic and forward-thinking approach in appealing to the consumer through non-
traditional ad placements and emphasis on social media and web technology. This
new vision for JCP will extend to the in-store experience, from the labeling of depart-
ments to store organization and displays.
Maturity Fault-lines
The target is a diverse audience separated by important life events – careers, marriage,
children – that distinguish not only their ages, but their maturity. As a woman
progresses through these nine years, important markers like these dictate the tone of her
life. Three examples of the groups that makeup this demographic cohort are described
below.
Note that not all females 25-34 will move along this timeline at the same pace.
While recognizing these women’s diversity of lifestyle and AIO’s, TAG’s strategy
will focus on the appeals that span and resonate with the majority of all such
subgroups.
Creative Brief
What are we trying to accomplish?
To further establish JCP as a brand that celebrates the customer experience through surprising
clothing style, compelling prices and an intimate connection with its consumers.
(TAG will focus primarily on clothing because research revealed that it is the strongest
motivator of the target in selecting a shopping destination.)
Analysis of TAG’s depth interviews and mind map research uncovered that emotional bonding
with a retailer is based primarily on the stories created by the consumers themselves. Stories
create the strongest emotional bond with a store.
Creative Mandatory
1) Must use JCP.com in all messaging
2) Must use the JCP logo in all messaging
Media Strategy
Through primary and secondary research, TAG developed four important media objectives:
engagement, buzz, cohesion and utility. TAG’s recommended media tactics focus on achieving these
objectives. The media plan described below will reach the females 25-34 where they already are through
multiple touch points. To yield a cohesive, multi-platform campaign, TAG’s media efforts will provide
females 25-34 with more ways to interact, become engaged and fall in love with JCP.
The primary purpose of TAG’s media recommendations is to increase market share and shopping
frequency among females 25-34. Secondary purposes include acquiring new customers and retaining
current JCP shoppers ages 25-34. JCP has a long and successful history of utilizing a digital platform.
To continue this forward-thinking approach, TAG’s plan emphasizes digital media tactics and utilizing
mobile platforms.
TAG constructed a holistic media plan that reaches females 25-34 at multiple touch points. Through
extensive primary and secondary research, such as Nielsen AdViews, TAG examined retailers’ media
spending from 2007-2010. Using these and other data, TAG built a media plan that highlights the
creative strategy in an efficient and effective manner.
Note that after careful consideration, TAG has elected not to suggest recommendations for changes
to JCP’s Search Engine Optimitization or Search Engine Marketing tactics. The proposed satellite
campaign targeting females 25-34 will operate under the umbrella of JCP’s current efforts in this
domain.
Media Objectives & Creative Executions
TAG’s four media objectives along with selected creative executions within the “life’s little closet”
campaign are described in the sections below. Note that a complete media breakdown, detailed in
four tables, is presented on page 30.
Engagement
Engaging the consumer will deepen relationships and create brand loyalty.
Social Media-Facebook
Fact: Forty-five percent of JCP’s target use social media at least once a day; forty-six percent of
Internet users are influenced by online reviews when making purchases. 1
Idea: JCP will sponsor an online “Story Telling Contest” via the existing JCP Facebook page.
Initially, 25,000 women 25-34 who are friends of JCP will be invited to participate in the contest.
The first 500 of these women to “like” the contest will receive a featured article of clothing from the
JCP store. These women will be asked to upload a photograph or video accompanied by a short story
(300 words or less) describing her experience with the item of clothing. The uploaded photo/video
will become the participating women’s profile picture with a JCP “Vote for Me” link, engaging her
friends and family to vote for her, while spreading this contest throughout her friends’ news feeds.
The entrant with the most votes at the end of the month long contest will be featured as the JCP
Facebook profile picture for one week.
Outcome: Five hundred members of the target audience will be directly engaged by the campaign.
More importantly, a larger pool of their friends, many of whom are in the target, will be routed
to the JCP website. These stories will influence other women to make purchases and establish a
relationship with JCP.
Success Measure: The success of this contest will be measured by the number of people who
become new fans, click-throughs to the Facebook fan page or JCP.com and total number of people
who voted.
1. JCP Case Study; http://www.marketingprofs.com/charts/2010/3419/facebook-mobile-tops-100-million-users
Television
Fact: Based on Nielsen AdViews, females 25-34 are heavy TV viewers and index
high for particular networks. Also, JCP and key competitors are heavy television
advertisers. 3
Idea: TAG suggests running thirty second spots on broadcast and cable networks
throughout the campaign period. Also, TAG recommends implementing additional
spots during peak shopping seasons such as the winter holidays and back to school
months. Broadcast networks provide effective coverage of females 25-34 and cable
networks attract highly targetable, diverse and passionate viewers. Broadcast
networks like ABC, NBC and Fox all indexed high in terms of viewership among
females 25-34. Cable networks like Style, E!, WEtv, Bravo, Oxygen and ABC Family
also indexed high among our target. In order to strategically reach the target, JCP
commercials will air on these nine networks. A TV spot is described in storyboard
format on the following two pages. See the table on page 30 for a breakdown of
specific television buys, costs and impressions.
Outcome: Females 25-34 will be exposed to targeted commercials that will be
fun, engaging and relevant. These commercials will enable JCP to emotionally
connection with the target by showcasing stories of real JCP women.
Success Measure: To measure success, TAG will monitor Nielsen reports to
obtain the number of impressions among females 25-34.
3. Nielsen AdViews; MRI; http://tvbythenumbers.zap2it.com/2010/08/03/the-bachelorette-finale-leads-abc-to-
TV Spot: This 30-second TV spot aims to give the viewer a peek into “life’s little
closet”. The visuals remove the frame of the closet from the usual placement in
a bedroom to the places where fashion becomes a feeling.
1. Scene 1 opens to woman in an open air environment opening up a closet door and
choosing a red JCP sweater. SFX: Silence until woman picks sweater off rack, which signals
a symphony of soft environmental noises and song “How Sweet It Is” begins by
Michael Bublé.
3. Scene 2 opens to close-up of different woman in a vibrant seaside environment. Woman puts on
the same red sweater as the woman in scene 1. SFX: Soundtrack continues; sound of a distant bell
ringing.
5. Scene 3 opens with wide shot of a third woman walking into a subway train through
sliding doors. Shot cuts to close up of her walking across the main hall of the car as the
second set of subway train doors open to reveal another closet with the same red sweater.
2. Long shot reveals the closet is simply a standalone door and rack in a sunny field. Woman
walks over to bike and rides off. SFX: Soundtrack continues.
4. Long shot of woman hopping gleefully into a boat in a harbor wearing sweater. Closet
is standalone on pier. SFX: Laughing, sounds of rocking boats and seagulls; soundtrack
continues.
6. Close up of original subway train doors opening to reveal third woman transformed by
sweater. As she walks out of the car, scene cuts to level camera angle shot of the front of her
red sweater as she leaves the platform into the light of day. JCP.com logo appears centered,
overlayed on moving image, with tagline, “life’s little closet.” Scene ends.
best-summer-monday-ratings-in-over-10-years/58979
Buzz
Buzz: Capturing the target’s attention in an exciting and unexpected manner
Intera
ctive C
loset -
User I
nterfa
ce
set
nteractive Clo
Bus Stop - I
4. http://www.apta.com/resources/statistics/Documents/FactBook/APTA_2010_Fact_Book.pdf
Online
Fact: JCP’s target audience are high users of online streaming video, social media sites and 39%
regularly access the internet from their mobile phone. 5
Idea: TAG recommends utilizing display ads, rich media and video pre-roll on websites relevant
to females 25-34. Rich media and pre-roll ads have a higher rate of engagement among web users
and therefore are emphasized in the plan. Since 27% of all Facebook users are females 25-34, TAG
recommends reaching these consumers via the Facebook display network. Facebook allows JCP to
target its consumers using attitudinal information. Since a large percentage of the target accesses TV
shows and video online, TAG recommends reaching the target on sites like Hulu.com and YouTube.
com. Based on television research, TAG knows that the target is heavy viewers of shows on ABC, FOX
and NBC. Therefore,TAG recommends advertising on these three networks websites. See the table on
page 30 for a breakdown of specific online buys, costs and impressions.
Outcome: These advertisements will not only increase JCP’s brand awareness, but also drive
customers to the JCP website and connect users to other online media efforts.
Success Measure: All online efforts will be measured in terms of impressions and conversions.
Success will be measured by monitoring click-stream data showing the number of users who click-
through to the JCP landing page and the number who completed a purchase.
5. JCP Case Study; Good AdPlanner; Quantcast
Cohesion
Cohesion will leverage the impact of offline, online, mobile and non-traditional media.
Bus Stop Shelter (page opposite): The JCP Woman is always on the move.
This interactive bus stop shelter gives her the freedom to style herself in an
unexpected location.
Magazine
Fact: Females 25-34 are heavy readers of magazines. 7
Idea: TAG recommends purchasing full page ads in
magazines such as baby, bridal, parenthood, fashion,
lifestyle, epicurean and health because they index high
among our target audience.TAG has included QR codes on
selected ad placements to take readers from a traditional
experience to a digital one. Readers can access JCP
content sites and make a purchase. These ad placements
will showcase the lives and real stories of JCP women. See
the table on page 30 for a breakdown of specific magazine
buys, costs and impressions.
Outcome: By selecting high circulation magazines that
index high with females 25-34, awareness of JPC will be
expanded. QR codes will create a revenue channel and
also provide analytics for later use in optimization and
planning. This effort will result in creating cohesion
between online and offline efforts.
Success Measure: The number of readers who use
the QR code to access the JCP website and the number
who make an online purchase will be used to measure
success.
7. SRDS; JCP Case Study
Utility
Utility will make it easier and more effective for
females 25-34 to shop JCP.
Print Ad: Every woman has a story. Traditional print executions are designed to
focus on not the clothes themselves, but the emotional ties created while wearing
JCP clothes. Each print is punctuated with the tagline, “life’s little closet.”
will pull merchandise inspired by the color of the sunflower, such as a canary-
colored bracelet, a mustard-colored sun-dress and complimentary colored
beige sandals.
Outcome: The overall goal of the app is to inspire females 25-34 by
allowing them to create combinations of apparel and accessories based on
their own preferences. The app’s unique experience is buzz-worthy and
will provide the target with a source of entertainment and engagement
with the JCP brand.
Success Measure: The success of this app will be measured by how many
females 25-34 use the app and by their purchases that can be linked to the use of
the app.
8. JCP case study; http://twittown.com/mobile/mobile-blog/usa-add-80-million-new-smartphone-users-201
Mobile App (above right): Inspiration can be found in any of life’s moments.
The addition to the existing JCP Mobile app will allow the user to capture
the things that inspire their look. The app then recommends apparel and
accessories that parallel styles for each woman’s source of inspiration.
aligns with the style preference selected. This type of Pandora takeover has not been used by a retailer.
Hence, JCP would preempt Kohl’s, Macy’s and Target.
Outcome: Using Pandora to create a personalized radio station will set JCP apart from its competitors
and deepen relationships with females 25-34.
Success Measure: The success of this promotion with Pandora will be measured by the number of
unique listeners who interact with the JCP station and by the number of listeners who click through to
the JCP website.
9. JCP Case Study; Pandora Whitepaper
Pandora Takeover (above): The JCP woman is an avid music listener. With this Pandora takeover,
JCP can provide a station for each woman’s style.
Radio
Fact: Females 25-34 index high on multiple traditional radio formats and even higher for streaming
radio and MP3s. 11
Idea: TAG recommends thirty second spots airing strategically throughout the campaign. These spots
will reach listeners in their cars during peak listening times, like morning and evening rush hours. This
medium will serve as yet another way to reach potential consumers and build relationships between JCP
and listeners. See the table on page 30 for a breakdown of specific radio buys, costs and impressions.
Outcome: Increase in brand awareness of JCP by reinforcing the frequency of the overall message.
Success Measure: The success of radio delivery will be measured using Arbitron ratings.
11. JCP Case Study; http://costofradioadvertising.com
In-Store (page opposite): Creating an environment to nuture the relationships between the JCP
Woman and the store is a critical element in TAG’s plan. In store signage will reflect a personal and
yet whimsical look consistent with the entire campaign.
In-Store Recommendations
TAG recommends clarifying and expanding clever signage, the creative use of mannequins and other
aesthetically appealing visual cues to increase ease of navigation within the store for females 25-34.
These recommendations are intended to enhance the shopping experience and leave the targeted
customers feeling more special and valued.
As discussed under TAG’s primary research, two archetypes were identified: “burden” and “escape”
shoppers. Both burden and escape shoppers have similar, and clearly defined, expectations in a retail
environment. Because they are often looking for a specific item in a short amount of time, burden
shoppers desire organization and ease while searching for merchandise. In addition, burden shoppers
rely heavily on visual cues such as mannequins and displays for fashion inspiration. They also look
for clearly legible signs for navigation and seek customer service only when needed. Similarly, escape
shoppers seek this same type of environment, but for different reasons. For the escape shopper,
shopping is also a time to relax and self-indulge.
To satisfy both shopping types, TAG recommends JCP display all apparel merchandise for the target
with better organization and clearer differentiation between styles, designers and age-appropriate
categories. To accomplish this, TAG recommends updated signage, mannequins and visual cues to
appeal to the target’s contemporary aesthetic. Further, TAG suggests using lighting and the addition of
more mirrors to create a more pleasant ambiance. Finally, merchandise featured on mannequins should
be available within close proximity to each display.
Burd
en Sh
oppe
r
er
Escape Shopp
Partnerships
TAG recommends three new JCP partnerships. TAG’s suggested partnerships will improve the
current targeted shoppers’ perception of JCP and attract new potential customers by increasing
JCP’s fashion perception and expanding overall awareness.
As stressed in a recent article in QSR, a top industry trade publication, SBC has been steadily growing,
gaining new distribution points and attracting an increasing customer base since 2009.1 SBC’s business
strategy and the quality of its products make it a great potential partner for JCP. A partnership with JCP
would also help SBC reach its distribution goals, making the partnership a mutually beneficial relationship.
TAG has received a favorable response from Christine King, Marketing Manager at SBC, to establishing
such a partnership.2 Upon successful completion of a three-month test in three markets, TAG recommends
rolling out 1,000 square-foot SBC café stores inside JCP 316 stand-alone stores.
Carrie Underwood will be used to promote and encourage the success of JCP’s philanthropic
partners.4 Most significantly, this partnership will include selling Carrie Underwood’s CD’s at
the checkout counters and money earned from CD sales will be directly distributed to the four primary
philanthropic organizations supported by JCP.
In addition to supporting JCP philanthropy efforts, a partnership with Carrie Underwood will create a positive
association between the artist’s fans and JCP. Utilizing JCP/MNG mobile pop-up stores outside of Carrie
Underwood concerts during the campaign, fans will create a positive connection with both the artist and the
MNG line. Pairing Carrie Underwood, a young, stylish and relatable celebrity, with the fast- fashion trends of
MNG will further promote the trending styles of JCP and improve the store’s overall fashion perception.
1
QSR Magazine Online; accessed March 9, 2011: SBC data; http://www.qsrmagazine.com/news/seattle-s-best- takes-skies
2
Telephone conversation with Christine King, SBC, March 9, 2011; Confirmation email, March 11, 2011
3
Data, MRI Spring 2010; February 23, 2011
4
TAG’s negotiations with Jessica Schmidt, Carrie Underwood’s agent, are ongoing and favorable. However, endorsement of TAG’s proposed
partnership was pending at plans book press time.
Glamour.com/Young & Posh Blogger Network
Glamour.com brings fashion to life with its new, chic blogger network, Young & Posh (Y&P). Y&P’s
network launched in February 2011 and encompasses eighteen different style gurus from around the
globe including Milan, Paris, The Netherlands, London, New York City, Dallas and Los Angeles. Eric
Wilson of The New York Times stresses that fashion blogs have made remarkable strides in gaining
both readership and higher profiles.4 By becoming a part of Y&P’s growing network, JCP will become an
integral part of honest conversations that appeal to the style of everyday women.
Glamour.com receives three million impressions per month and is expanding overall readership by
promoting the Y&P network.5 Thus, this partnership will increase JCP awareness among the rapidly
growing segment of the target that actively engages with fashion websites and blogs. JCP clothes and
style tips will be incorporated into a different blog each month. Bloggers will wear and style JCP clothes
on their personal pages that will correspond to potential in-store appearances.
TAG has received a favorable response from Jenny Bowman, Creative Services Director at Glamour,
concerning exploring the possibility of this partnership.6 We recommend this partnership be
implemented throughout the campaign.
TAG’s mind map primary research indicates that women in our target do not take an interest in
celebrity clothing lines, and so, adding another new line to JCP would be unnecessary, confusing
and ineffective. Further, the target is not swayed by clothing lines designed by high-end fashion
designers. Females 25-34 do not place as much emphasis on brand name as they do on value perception
and quality. Therefore, TAG does not recommend a new apparel partnership; rather, we suggest
emphasizing the recently obtained partnerships that have vast potential to step-up JCP’s overall style
and value perception.
4
Wilson, Eric. “Bloggers Crash Fashion’s Front Row.” The New York Times. 24 Dec. 2009. Web. 08 Mar. 2011. <http://www.nytimes.
com/2009/12/27/fashion/27BLOGGERS.html>.
5
Email conversation with Jenny Bowman, Executive Creative Services Director at Glamour, on March 14, 2011.
6
Conversation with Jenny Bowman, Executive Creative Services Director at Glamour, on March 14, 2011.
7
Liz Claiborne helped lift JCP profit 36% in fourth-quarter 2011; MNG soon to follow: D’Innocenzio, Anne. “Liz Claiborne Helps Lift J.C.
Penney Profit 36% - USATODAY.com.” USA Today. 25 Feb. 2011. Web. 15 Mar. 2011. <http://www.usatoday.com/money/companies/
earnings/2011-02-25-jcpenney_N.htm>.
Community Relations
TAG’s community relations objective is to increase the target’s awareness of JCP’s role in aiding its
four primary philanthropies: Boys & Girls Clubs of America, YMCA of the USA, National 4-H and
FIRST. To accomplish this, TAG proposes three recommendations, which are described below.
Rather than stating that JCP donated $4.7 million to after school programs in 2009, TAG
recommends expressing the appropriate amount in terms of its impact on each local community. For
example, “the Round-Up efforts provided x,000 children in Austin, Texas with a safe, educationally
rich after school program in 2009.” Such points would be communicated using in-store signage or via
JCP.com.
“I deserve high quality, without the high quality price, unlike Macy’s.”
- Lauren Timm, Age 26
As described in presenting the media alternatives, TAG recommends the use of conversion
metrics and end-goals to track the success of the campaign. Specifically,TAG will measure
in-store and online traffic and sales, online behavior, social media audiences, email
memberships, and attitudinal measures of the campaign’s effects.
Attitudinal data on the campaign’s effectiveness will be collected before, during and after
the completion of the campaign. These data will be gathered and analyzed by a professional
research firm, this effort is budgeted at $350,000.
In order to build the strongest and most successful campaign, TAG’s media team has
incorporated testing, measuring, optimizing, and repeating. Continuously monitoring and
adjusting the media plan will help to optimize the plan’s impact and maximize JCP’s return
on ad spend.
Note that advertising and other IBP programs have a cumulative and delayed or carry-
over effect for retail stores, and the full impact of the creative and media exposures will
extend beyond the campaign’s one-year life. The benefits of this carry-over effect will not be
measured.
FEB MAR APR MAY
1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
:30 spots
Television
Bachelor/Bachelorette Sponsorship
National Magazine
Print
People StyleWatch Takeover
Pandora Page Takeover
Radio Pandora Radio Spots
:30 spots (traditional)
Online Display
JCP App
Mobile
Shazam
Outdoor Bus Stop Shelter Takeovers
Facebook, Twitter
Social Media Blog - Young and Posh
Social Couponing - Groupon
Sponsorship Carrie Underwood Sponsorship
Contingency
<1%
2%
4%
2%
Budget Appropriations by Medium 5%
7%
Television Outdoor
21%
Online Contingency
Mobile
Online Television
Monthly Purchased Network (Index) Cost Per Spot Average Imps Frequency Total Imps Total Cost
Website CPM Cost
Reach Imps ABC $150,000 4,000,000 50 200,000,000 $7,500,000
Display NBC $130,000 1,500,000 50 75,000,000 $6,500,000
Facebook 18,000,000 15,000,000 0.75 $11,250.00 FOX $135,000 4,500,000 45 202,500,000 $6,075,000
Blogspot 160,000 10,000,000 0.75 $7,500.00 Style (209) $45,000 50,000 50 2,500,000 $2,250,000
msn.com 150,000 8,000,000 0.75 $6,000.00 E! (174) $80,000 1,200,000 75 90,000,000 $6,000,000
ebay.com 150,000 4,000,000 0.75 $3,000.00 WE tv (167) $45,000 400,000 65 26,000,000 $2,925,000
diaperswappers.com 3,300 1,000,000 0.75 $750.00 Bravo (150) $75,000 900,000 100 90,000,000 $7,500,000
mycharmingkids.net 2,700 750,000 0.75 $562.50 Oxygen (148) $55,000 500,000 65 32,500,000 $3,575,000
favoriteideas.com 2,000 750,000 0.75 $562.50 ABC Family (137) $75,000 433,000 100 43,300,000 $7,500,000
Monthly Total $29,625.00 Total 13,483,000 600 8,089,800,000 $49,825,000
Yearly Total $355,500.00
Print
Rich Media
Full Page 4C
youtube.com 240,000 10,000,000 6.00 $60,000.00 Category Magazine Circulation Total Impressions Frequency Total Cost
Price/Issue
weather.com 100,000 7,000,000 6.00 $42,000.00
Baby American Baby 2,002,940 24,035,280 $450,000 Monthly $5,400,000
netflix.com 84,000 5,000,000 6.00 $30,000.00
Bridal Modern Bride 331,049 1,986,294 $62,532 Bi-Monthly $375,192
Amazon 240,000 2,500,000 6.00 $15,000.00
Parenthood Parenting 2,176,843 23,945,273 $136,020 11x a year $1,496,220
Monthly Total $147,000.00
Family Circle 3,953,651 47,443,812 $220,000 Monthly $2,640,000
Yearly Total $1,764,000.00
Fashion Elle 1,060,634 12,727,608 $116,145 Monthly $1,393,740
Pre-roll Redbook 2,350,000 28,200,000 $103,400 Monthly $1,240,800
Hulu.com 3,400,000 15,000,000 10 $150,000.00 Lifestyle People 3,750,548 45,006,576 $241,975 Monthly $2,903,700
ABC.com 466,900 10,000,000 10 $100,000.00 whole issue Whole mag $2,000,000
NBC.com 1,300,000 7,000,000 10 $70,000.00 Epicurean Cooking Light 1,716,636 10,299,816 $94,600 Bi-Monthly $567,600
Fox.com 29,043 5,000,000 10 $50,000.00 Health Health 1,356,227 10,299,816 $89,000 Bi-Monthly $534,000
Monthly Total $370,000.00 Total 203,944,475 $17,449,652
Yearly Total $4,440,000.00 *All circulations and pricing was gathered from the 2010 SRDS Magazine Consumption book.
Complete Total 101,000,000 $6,559,500.00
Radio
Pandora
Cost (CPM) Impressions Total Cost
Page Takeover $20 100,000,000 $2,000,000
Audio Spot $4 550,000,000 $2,200,000
Total 650,000,000 $4,200,000
Terrestrial
Markets Spots/Week Cost /Week Frequency Total Costs Imps/Week Total Imps
(Weeks)
New York 50 $70,250 16 $1,124,000 5,197,300 83,156,800
Los Angeles 50 $44,950 16 $719,200 4,027,200 64,435,200
Chicago 50 $18,100 16 $289,600 1,868,000 29,888,000
Houston 40 $10,560 20 $211,200 2,152,700 43,054,000
Phoenix 40 $6,720 20 $134,400 1,155,600 23,112,000
Philadelphia 35 $3,080 12 $36,960 1,471,300 17,655,600
Dallas 35 $7,280 12 $87,360 1,756,600 21,079,200
Total 300 $2,602,720 282,380,800
*Rates and imps are averaged for the top performing stations in each market. Arbitron, http://www.arbitron.com/home/mm001050.asp. Rates for Radio-info.
com/markets
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com/2009/12/27/fashion/27BLOGGERS.html>.
The Texas Advertising Group (TAG) will provide advertising agency services for JCPenney (JCP)
until this agreement is cancelled by either party with 90-days notice. TAG’s services include strategic
recommendations that focus on developing and implementing a targeted and impactful integrated
marking communication plan designed to support and build the JCP brand.
Compensation to TAG will be derived from a fee system coupled with a bonus or incentive fee system.
Both aspects of this plan are explained below.
Fee System
(1) TAG will be paid based on billable hours for the work it does, not by how much JCP spends; (2)
TAG does not mark-up outside costs incurred on the client’s behalf. All expenses, such as production
charges, travel, copies, etc. will be billed at net to the client; and (3) TAG’s hourly billing rate is the
employee’s base salary multiplied by a factor to cover overhead costs (120%). A profit percentage (20%)
is then added and the sum of these three items represents the costs billed to JCP.
Base salaries for TAG’s employees are set yearly using regional industry averages, which are compiled
by the AAAA. TAG uses the average regional salary for each job title by department for agencies with
gross income between $3.75 million and $7.5 million.
Bonus System
The bonus system has two distinct benefits to JCP: (1) The bonus will be used to reward the agency
based on their contribution to achieving JCP’s brand health and incidence of consumption objectives;
and, (2) allocation of the bonus will be solely at JCP’s discretion, based on JCP’s evaluation of TAG’s
performance against the measurable objectives specified in the marketing objectives section of TAG’s
plans book.
The total amount of the bonus fund equals one-half TAG’s anticipated profit or ten percent (10%) of the
total salary plus overhead costs that TAG will contribute to the fund. In addition, JCP will match TAG’s
allocation and that total will comprise the bonus fund. After an annual review of performance, JCP
determines what portion, if any, of the fund will be paid to TAG as a bonus.
Note that TAG trusts JCP to grade our efforts fairly and award an equitable bonus. TAG believes
in accountability and welcomes the challenges of leaving a portion of our compensation tied to
performance. The TAG team assigned to the JCP account is aware of this arrangement and both
welcome the challenge and expects to share in the rewards. This arrangement helps to build team focus
and commitment.
_________________________________ _________________________________
ehta
Amar M Michelle Trou
tt Michael McAfee
Dr. John Murphy
Tanya Assar
Sabra Thomas
Anjali Patel
Sonal Modi Christine Risdale Megan McGee
Anthony Hoang