MEDIA PLAN FOR

“THE BODY SHOP”

Prepared for:

Laura Bright, Ph.D.

Schieffer School of Journalism
Texas Christian University
TCU Box 298040
Fort Worth, TX 76129

&

The Richards Group

Dallas, TX

Prepared by:

Erika Cervantes
Taylor Hauff
Alex Panayides
Trevor Rees- Jones
Alex Wolden

ETA Strategic Communications Inc.

Planning to Stay Ahead

December 9th, 2010

2
 Table of Contents:

Executive Summary ...................... pg. 4

Situation Analysis .......................... pg. 6
SWOT
Media Objectives ........................... pg. 18
Strategy .......................................... pg. 21
Media Mix & Budget ..................... pg. 23
Flowchart
Calendar
Acid Test ........................................ pg. 28
Goals Sheet
Year at a Glance Report
Conclusion ..................................... pg. 31
Appendices .................................... pg. 33
Appendix A ......................... pg. 34
Figure 1.1
Figure 1.2
Appendix B ........................... pg. 36
Starbucks Sample
Appendix C ........................... pg. 37
Magazine Cost Estimates
Newspaper Cost Estimates
Appendix D .......................... pg. 39
Ostrow’s Model
Appendix E .......................... pg. 40
PowerPoint Slideshow
References ...................................... pg. 43

3
Executive
Summary

The Body Shop audience includes two groups, women ages 18 to 34, and women ages 35 to 55. The

typical Body Shop consumer is female, well-educated, conscientious, adventurous, confident, and ambitious.

The younger of the two groups is not well aware of the Body Shop, while still thriving on communication

and social involvement. The older of the two groups is aware of the Body Shop but does not shop there much

anymore. They are more frugal than the younger audience, wanting to feel beautiful without spending much

money.

Media objectives involve reaching 66% of the target audience at an average of 2.75 times a month.

Marketing objectives include increasing sales by 25% within the target audience, as well as increasing overall

brand awareness and positive brand attitude.

In order to achieve this, a pulsing strategy has been implemented, using a variety of media, with empha-

sis on TV and radio. The periods of Valentine’s Day, Mother’s Day, and Christmas will receive higher budgets

in order to increase consumer awareness. Other months will work on a lower budget, while still pushing the

brand forward. November will decrease the normal campaign spending and focus on other ways to reach the

target audience. A concert will occur in November to raise awareness on both Body Shop products as well as

causes the Body Shop supports. Within the strategy, a variety of media will be used, both traditional and non-

traditional. Through this strategy, the goals and objectives set forth will be accomplished.

5
Situation
Analysis

THE BODY SHOP

Introduction

Organic, natural and rich are three magnificent traits that come to mind when entering The Body Shop. As the

winner of the 2010 IMAGES Retail Awards for “Most Admired Retailer of the Year,” one can see why (IMAGES Retail

Awards 2010). Shopping at The Body Shop is a unique experience where one is able to buy fresh products that help one’s

self, while the money is helping people who need it most. The Body Shop’s independent and unique save the world per-

sonality through one campaign at a time and places a sense of philosophical meaning behind every product sold with its

stores. Yet a major problem still exists. Although The Body Shop was the first brand to carry all natural body care prod-

ucts, it has somehow lost its leadership in this green trend.

Company Background

Founded in 1976 by activist Dame Anita Roddick, “The company combines activism with marketing, encourag-

ing women to focus on self-esteem as well as social and environmental causes” (The Body Shop). The Body Shop boasts

its natural and eco-friendly line of skin and hair care products. Line of goods includes: body powder, bath and shower gel,

candles, sponges, massages oils, fragrances, soaps and more. Purchased by L’Oreal in June 2006, The Body Shop cur-

rently operates about 2,550 stores across 60 countries.

Brand Image

The Shop ensures their image by guarantying “its cosmetics and personal care products are not tested on ani-

mals, and that they contain sustainably sourced oils and other vegetarian ingredients” (The Body Shop). In addition, the

campaigns in which The Body Shop participates is another step they take to make a difference both environmentally and

individually.

TARGET MARKET

The Body Shop’s target market is middle to upper-class women who live in a city or suburban area due to store

placement being near major cities. Those with an income of $60,000- $100,000 consume the majority market, with those

making $30,000- $60,000 close behind. Most consumers are Caucasian, females and have at least a bachelor’s degree.

Thus, women without children ranging in age from 35-49 make up the majority market with those aging 18-34 as another

major consumer (Quantcast.com). According to the MRI database, the total number for female consumers in the last six

months for the categories of body wash and shower gel add up to 78,176,000 for both age groups.

The Body Shop: In-Store Consumer Demographics

The Body Shop has two major age groups within its target market. Although, The Body Shop suggests its target

market is 18-55, research shows that targeting consumers between 18-24 and 25-34 may be more realistic age frames for

in-store customers. According to Mintel, individuals 18-34 are most likely to have purchased bodycare products within

the last sixth months. However, out of this grouping, reports show that females 25-34 are most likely to go to The Body

Shop or to other bodycare stores such as Sephora, Ulta, or H20, where as individuals in the 18-34 age demographic are

either more likely to shop at places like Bath & Body Works or Victoria Secret. Furthermore, these consumers are most

likely living in the southeast, west, or midatlantic regions, as consumers from these regions make up more than half of the

category’s consumer base (IBIS, p.4). The following charts are based on an internet survey. 1,685 internet users aged

18+ who buy hand or body lotions were asked “From which of the following retail locations have you purchased bodycare

products in the last six months?”

Gender/Age

Income

The Body Shop: Online Consumer Demographics

In addition to in-store consumers, several demographics do appear as a significant pattern of consumer behavior

for online customers as well. The Body Shop has a wide range of online consumers ranging from 18-55, although its

average consumer is about 37. According to the Quantcast Analysis of the Body Shop’s U.S. market, 70% of The Body

Shop’s target market is female, with the other 30% being male. *See Appendix A Figure 1.1 for the following charts that

include the demographic breakdowns of online consumer education and consumers with children and figure 1.2 for break-

down of race.

Psychographics

Based on both strategic inferences and surveys, The Body Shop’s consumers consider themselves well informed,

and knowledgeable about the environment, politics, and new health trends. Thus, such consumers tend to have active

roles in one’s community or may be more likely to take a stand on a particular social justice issue just like The Body Shop

does. In general, the shop attracts wealthy consumers who have the money to spend a little extra on beauty products,

while also catering to those individuals who may not have all of the extra cash, but have the impulse to buy. Consumers

of The Body Shop are also passionate about working out, shopping at boutiques, reading Health magazine, and driving

vehicles by Mercedes or BMW or any smart car (Consumer Survey).

ADVERTISING COMMUNICATION ANALYSIS

The Body Shop

The shop launched its first major window advertising campaign in 1986 titled “Save the Whale.” It was dur-

ing the 1905s and 1950s in which whales were on the brink of extinction. The shop joined together with Greenpeace, an

independent campaigning organization, to endeavor on this anti-whaling campaign. From here on, the shop has contin-

ued campaigning on social issues ranging from anti-whaling to its current “Stop Sex Trafficking” campaign. With these

campaigns, the shop offers multiple ways for the consumers to get involved. The shop even offers to donate some of its

revenue back to organizations with each purchase, increasing such awareness of social issues. In 2008, the shop unveiled

its new brand look, “Nature’s way to beautiful” marketing (About Us). This new line introduced a very natural look to

their advertisements. The ads feature women with natural makeup surrounded by a natural and outdoor environment. Each

ad exhibits that one does not need to be unnatural to be beautiful.

On The Body Shop’s USA Facebook and Twitter pages, there are pictures from its current “Stop Sex Trafficking”

campaign (Values & Campaigns). Another noted trait is that The Body Shop is very communicative on its social media

pages. For example, when people post complaints/comments on its Facebook page, which has roughly 48,000 fans, a

Body Shop representative always comments back with an added personal touch. In addition to responsiveness, the shop is

consistently promoting contests and giveaways, which is a great way to encourage interaction among users and with The

Body Shop itself.

Furthermore, in relation to one’s in store experience, everything is kept very clean and simple. All of The Body

Shop stores keep the signature dark green and gold color scheme with the company logo.

COMPETITORS

The Body shop has many competitors who offer similar body care products. The main competitors are Bath &

Body Works, Sephora and Origins. Bath & Body Works has recently experienced a brand makeover, going from country-

inspired to a new, modern-day apothecary of beauty. Sephora is a heavy competitor offering not only their own line of

make-up, but by offering over 200 other brands in-store. Origins is similar to The Body Shop in which it too heavily

focuses on the all natural and eco-friendly products. Although Bath & Body Works would be considered the strongest

competitor, The Body Shop consumers market is more affluent and has a higher average income.

Bath & Body Works

Bath & Body Works’ advertising entails simple displays of its products without the glitz and the glam; even their

signature logo of the blue background and white lettering is simple.

Throughout more than 1,600 stores nationwide, Bath & Body Works maintains a consistent theme making it easier for the

consumer to share a sense of familiarity.

Origins

Origins is similar to The Body Shop in that it heavily promotes its natural products. Their advertisements feature

natural coloring and simple layouts. Every product ad exhibits the product and the ingredients used in it.

Sephora

Sephora presents itself as a more prestigious, high-class brand with its simplistic advertising. Their ads include

girls with flawless skin and perfect makeup- the girls that women hate to love. The Sephora advertisements are high

fashion with the extreme makeup and perfect hair. These offer the sex appeal that many consumers are attracted to when

purchasing beauty products. The logo is simple and modern with a black background and white lettering

CURRENT SITUATION

Market Share

When taking into account the tough economic climate, the cosmetic industry has stayed particularly resilient, and

recent trends suggest that this will continue in the upcoming fiscal years. U.S. consumer spending on nondurable goods,

a lead indicator of cosmetic and beauty supply sales, rose 1.8 percent in July 2010 compared to the same month in 2009.

The cosmetic, beauty supply, and perfume store industry includes about 13,000 stores with combined annual revenue of

around $10 billion (Hoover, 2010). Historical analysis reveals a similar trend leading up to the economic recession, as the

10
industry grew at an average annual rate of 3.4% over a five-year span leading up to 2007-2008 (Smart Company, 2007).

The industry itself is particularly concentrated, with the top 50 companies accumulating 75 percent of the industry revenue

(Hoovers, 2010). By the end of 2010, the industry revenue is expected to be in the order of $11.15 billion, up from $9.25

billion in 2005. This represents an average growth rate of 3.8% per annum (IbisWorld). Although this contributes to strong

competition in capturing market share, it also calls attention to the industry’s necessity to develop innovative products and

leave a strong footprint in emerging countries.

The industry of natural and organic personal care products in 2009 add to a combined total sale of $462 million. This

shows a 10% increase from the 2007 revenue and they are expected to exceed $560 million by 2011, showing an increase

of 21% over 2009 figures (Mintel, 2010).

The Body Shop currently has a network of 2,550 stores in 63 countries. Retail sales for 2009 were 1.2 billion dol-

lars, a 1.0% increase in like-for-like growth from the previous year (L’Oreal Finance, 2010). In terms of geographic expo-

sure, The Body Shop received 42.1% of its revenues from Western Europe, while North American accounts for 14.4% (or

176.8 million) of the company’s revenue stream. While the recession led to decreased growth in North America (-12.7%)

and rather stagnant revenue growth in Western Europe, The Body Shop saw 7.6% growth in the rest of the world, which

indicates the company is continuing its increased focus on emerging markets (L’Oreal Finance, 2010). The company’s

backing by L’Oreal has contributed to a strong financial foundation, as the parent company has seen continued stock price

growth over the past two years and The Body Shop remains a strong revenue generator in the parent company’s diversi-

fied portfolio.

Thus far in 2010, The Body Shop has received $512 million in sales, showing a 1-year sales growth of 10.5%.

The total net income for the company was estimated at $54.3 million, over 153.7% compared to the previous year’s net

income. The Body Shop also sees an increase of 5.2% in gross profit over a 1-year period. Coming from a total of $690.2

million in 2009, the company’s numbers are showing $327.2 million so far. “The Body Shop more than doubled profits

in its second half, reaching $13.6 million in the six months to 30 June 2010, compared to $6.3 million for the same period

the year before” (Mintel, 2010). Not only does the company see an increase in sales and revenue over the past years, but

they have created more job opportunities with their growth. Over the past year alone, The Body Shop has had a 10.2%

employee growth. The total advertising expenditures for the company add up to $120 million (Hoover, 2010).

11


A competitive analysis is necessary to inform short and long term marketing and growth strategies for the com-

pany. Two primary competitors, Bath and Body Works and Sephora, should be analyzed by looking at the companies’

current financial health and market share. A financial snapshot in 2009 reveals that Bath and Body Works generated $2.3

billion in revenues compared to The Body Shop’s $726 million in revenues. Sephora registered $172 million in revenues

in their Perfumes & Cosmetics business group in 2009, and sustained revenue growth in all of its markets in the first half

of 2009 (Happi, 2009). Both competitors have healthy financial balance sheets, although the difficult consumer-buying

environment has contributed to a deflating of sales compared to historical trends. In addition it has been reported that

Bath and Body Works “long-term growth plans have been trimmed since the subprime lending crisis in the summer of

2007 and the ensuing credit crunch and recession have made financing more difficult and helped stifle consumer spend-

ing” (Wikinvest, 2010). This has particular implications for the company’s ambition to expand into potential markets in

Europe and Japan.

Overall, the cosmetics industry has weathered the recession particularly well; taking into account that consumer

spending has decreased considerably compared to pre-recession levels. The competition in the cosmetics industry, howev-

er, is very concentrated. Often times, competitors employ similar marketing strategies to capture an increasingly diversi-

fied market, which means that differentiation is all the more important. Continued revenues suggest that The Body Shop

remains a primary choice for consumers in the cosmetic industry, but the company must continue to seek ways to tap into

emerging markets and scan this marketplace for new trends that will contribute to both short-term profitability and long-

term revenue streams.

Positioning

L’Oreal and The Body Shop are actors in one of the fastest growing business industries. Whereas L’Oreal repre-

sents one of the big multinational players, The Body Shop serves as the smaller niche. The company is a global operation

with people working towards sharing common values, which has given the shop a campaigning and commercial strength

approach towards the cosmetic industry. Although there has been no significant changes in their marketing strategy the

store has had to adapt to its consumers at a time where the economy has been at its worst (Mintel, 2010).

The company’s marketing advisers introduced the term “masstige” to the retail world several years ago when de-

scribing The Body Shop’s positioning, which their intention is to be reflected on its premium mass-market. The brand also

appeals to broad mix of age and socio-economic groups (Mintel, 2010).

12


Pricing

Beauty retailing is an innovative and dynamic market. In the last few years the industry has been adopt-

ing more deals and discount tactics; even department stores, to some extent, have been lured into such price-led

activity. However, as the consumer economy faces high unemployment rates and rising taxes in 2010, retailers

and brands must work harder to convince consumers that their products represent not only quality, but value.

Rather than simply buying products or ingredients from suppliers. The Body Shop seeks to establish

economic partnership with indigenous suppliers, thereby making them economically self- sustaining and not

dependent on the shops’ largesse resulting in low cost products.

Although the shop offers low prices, the amount of customers who just set foot (often referred to as cus-

tomer trafficking) in The Body Shop stores has sometimes outweighed the amount of purchases made. In order

to increase their sales and stop such “trafficking” the shop must start to reconstruct its stores by implementing

better visual merchandizing and using innovative in-store demonstration units to enhance the shopping experi-

ence and provide a globally consistent presentation of the brand (Market Watch, 2007).

Product Packaging

Customers make purchase decisions based on a product’s symbolic meaning and images.

The Body Shop was one of the first cosmetics companies who created such meaning with personal ethical

values for its customer through its packaging products .The shop offers a full assortment of naturally inspired

products. Including visual impact and shelf presence, which are the driving forces behind the shop’s new pack-

aging; but as always, environmental issues rank high on their list; this is seen with products such as the Hemp

Body Care line, Glycerin Soaps, and their Forestry hair brushes (The Body Shop).

Promotions

The Body Shop strongly believes that business should be about more than just making money; it should

be about responsibility and making good in the community; that is why much of the company’s focus is on

media activity and challenging social issues. The shop has raised awareness on such issues like sex traffick-

ing, HIV, and violence in home through its customers by running special editions of popular products and then

donating its proceeds to their campaign partners whose work supports those who have been affected .

13


SWOT ANALYSIS

Strength: The Original Green Brand: Natural, Ethical, Organic

The Body Shop was the first brand to have all natural, organic bodycare products. This is a distinct strength,

because it shows that The Body Shop was creating such products for the intent of pure benefits and not just because it’s a

hot commodity in the industry. This proves to customers that The Body Shop is true, authentic, sincere, and knows what

making all natural products is all about.

Weakness: New Earthy Trends- The Trend of Natural and Organic – Not so “Cool”

Unfortunately, being green and buying all natural products is extremely common. It no longer is something that

sets a company apart from the rest. Although this could be good in the sense that more individuals are buying products

like such products sold at The Body Shop, it can also be harmful since all competitors now have products that are all natu-

ral and organic.

Opportunity: Re-establish the “We are the Leader Attitude”

By reestablishing the fact that The Body Shop was the first store to carry all natural bodycare products is impor-

tant in creating new brand loyalty. There is something about history and tradition that can be appealing to many consum-

ers. Buying at The Body Shop means that the consumers are becoming part of the very first movement that is still con-

tinuing to make waves in society and make groundbreaking history through unique campaigns. This is something that no

other competitor has to offer as there is only one true original leader.

Threats (Related to the Environment)

Not a Recession Proof Category-Recession – Will it ever end?

Consumers aged 18-34 are most likely to purchase body care products from Wal-Mart or another mass store such

as Target, rather than buying at high-end places like The Body Shop. (Bodycare-US). Yet according to IBIS the life cycle

stage of this industry is consistently growing and the chance of revenue volatility is considered low giving hope for The

Body Shop.

Strength of L’Oreal SA

Being under ownership of the top global cosmetics company, L’Oreal SA, which took up 16.8% of the market

share in 2000, makes The Body Shop a force to be reckoned with (A Makeover of Global Proportions: The Leading Cos-

metics Players). L’Oreal SA is also a top leader in the U.S. holding 2% of the market (Richardson). L’Oreal SA is also a

top global fragrance company ranked as number 2 taking up 7.6% of the 2000 market share, making it a top leader in

14


multiple of its market’s categories. And although, competitor LVMH owner of Sephora is this category’s leader with

8.2%, hence The Body Shop is not far behind. With such long-term success, this demonstrates that The Body Shop is in

good hands.

Weakness: Conglomerate Ownership: Conflicting Views- Vs. Competitor Ownership

Although there are great attributes that come with new partnership between The Body Shop and L’Oreal, this new

ownership has caused some consumers to have doubts about The Body Shop’s promises. L’Oreal and The Body Shop

have different outlooks on activism, advocacy, and origination of their natural products. Some of the practices such as

animal testing done in past years for example are not in line with The Body Shop’s values making consumers question its

authenticity. This is a weakness, because extra efforts may need to be taken in order for consumers to recognize that.

Weaknesses: Lack of Brand Awareness Compared to Other Competitors

Unfortunately, there is a disconnect between customers in The Body Shop’s target market and getting consumers

into The Body Shop stores. With so many bodycare products on the market, the shop is no longer a top of mind competi-

tor, although with strong products, ad campaigns, and ethics there is no doubt that this can change.

Store Distribution – Case Study: The DFW Metropolis

For brand recognition to be effective, a brand must be properly distributed. When compared to its three competi-

tors, The Body Shop stores are poorly distributed in the Dallas-Fort Worth area. The shop has four stores in the DFW

area, one in Hurst, two in Dallas, and one in Frisco. However, the Fort Worth’s local store is now closed down. The prob-

lem with the distribution of the shops’ products is mainly store placement.

Opportunity: More Access to Products

According to the following, The Body Shop may be able to overcome its distribution challenges:

In March 2010, it was announced that Buth-Na-Bodhaige had signed an agreement with Zoomsystems

which would see Body Shop products being sold in traditional Zoomshop locations at airports and shop

ping centers as well as in various supermarket chains including Kroger Marketplace, Stop & Shop, H-E-

B, and Jewel Osco (Richardson, p.43).

SOCIAL MEDIA ANALYSIS -TRENDS

In today’s society, social media is an effective tool in communicating information to both current and probable

customers. Currently, the two most commonly used social media sites are Twitter and Facebook. The Body Shop and its

15


competitors’ Bath and Body Works, Origins, and Sephora all have a Facebook and Twitter page; however some are stron-

ger than others as they are used in different strategic manners.

Twitter: Strong, Stronger, Strongest

Compared to The Body Shop’s top competitors, its twitter account is exceptionally strong and has great potential

with having the second, strongest twitter in its category. With 11,105 followers and 1,288 tweets, The Body Shop’s twitter

page is fun, colorful, and highly interactive. Not only does The Body Sop highlight its campaign about stopping sex traf-

ficking, but it offers giveaways and asks questions to consumers for feedback on their favorite products.

Facebook

The strength of The Body Shop’s social media plan is the customer’s ability to communicate with other customers

about the products the Body Shop offers. On Facebook, The Body Shop has fan pages in 16 different countries, including

the United States, proving that The Body Shop is world renowned, well accomplished, and most importantly supported by

a wide variety of consumers internationally. The United States fan page has close to 50,000 fans, which is a grand num-

ber, but still needs to continue to grow signifying. This is an opportunity for consumer based growth and overall company

to consumer interaction improvement.

Social Media for a Cause

In addition, the strength of The Body Shop’s interactive audience is that its consumers not only discuss its prod-

ucts, but also discuss how buying the shop’s products supports its mission of helping major social justice causes affecting

people both locally and globally. One of the major benefits is that Facebook and Twitter is another way for people to offer

donations to The Body Shop’s movements against global harm.

The Male Factor

Another strength regarding the social networking sites The Body Shop has is that, to our surprise, both men and

women are giving their opinions of the products. It would be common to think that women only use The Body Shop’s

products, but the testimonies of men can bring more male customers to The Body Shop, since its current male consumers

are proud of the products they are using and seem willing to share such positive feedback with the online world. Social

media may be a strategic way of continuing to reach out to the male population, because men may feel more comfortable

about endorsing body care products on the internet more so than they would in person talking to another male face to face.

16


Current Social Media Driven by The Body Shop

The major benefit from these two social media sites, that ETA has found, is that people can always be updated

with important information that the shop needs to communicate to its customers; such as, sales, product feedback, and

cause related news, in addition to consumers sharing their opinions accordingly.

The next sections that follows this report, provides the media objectives that ETA Incorporation has outlined stra-

tegically in order for The Body Shop to get back on top of the industry and stay ahead.

17


Media
Objectives

18


To reach an average of 66% of the target market at an average of 2.75 times a week, between January 1st and

December 31st, 2011, with a GRP total of 2,290. This will be achieved by applying the pulsing pattern to the media plan

in order to create an 80% awareness in the chosen market.

Marketing Objectives:

To increase Body Shop sales by 25% within each of the two target groups for the year.

To increase overall brand awareness and positive brand attitude

Justification:

Reach and frequency levels were determined by using good judgment and by using Ostrow’s model of effective

frequency. We increased the reach and frequency in the months of February, May, and December, because of Valentine’s

Day, Mother’s day, and Christmas, respectively. November has a slight increase because of early shopping for Christmas.

The media goals were calculated by averaging the numbers throughout the whole year.

19
20
Strategy

21


The overall strategy to reach the goals consists of various creative ideas through different mediums with a $20

million budget.

There are three levels of reach/frequency periods referred to as low, medium and high periods with $16 million of

the budget. The plan is to maintain a continuous advertising plan throughout the 2011 calendar year with a pulsing pattern.

The months of February, May, and December are considered to be the high periods of advertising. Holidays such as

Valentine’s Day, Mother’s Day, and Christmas are times in which the target market increase the amount of money they

spend, therefore the focus has been emphasized on mediums that reach them best on an average day. Based on research

through Mintel and MRI, those vehicles are radio and network TV.

January, March, April, June, July, August, September, and October are the low periods of advertising. During

these months there will be less than $1 million spent each month to continue the reach and impact on the audience but not

overwhelm them with constant advertising.

November will be addressed as a medium month in which there will be a heavy decrease in advertisement in order

to focus on the start of the new campaign that will be reinforced by the heavy advertisement in the month following. This

campaign will be launched by a concert with numerous artists and celebrities to raise awareness to stop sex-trafficking and

animal testing for which there has been a total amount of $2 million dollars set aside.

The remaining $2 million dollars of the budget will be spread throughout the year for advertisement in social

media such as Facebook and Twitter, as well as the partnership with Starbucks Coffee sleeves featuring Earth Day.

Other advertisement ideas throughout the year include inserts in Sunday newspapers, catalogues for returning

costumers, 35-second ads in movie theaters before the previews, website contests and give aways, as well as in-store

promotions.

22
Media Mix
& Budget

23


High Months

Months: February, May

Budget: $2,235,807

Reach- 80

Frequency- 4

• Network TV- $975,075- 44%

• Cable TV- $668,930- 30%

• Radio- $343,830- 15%

• Direct Mail- $111,300- 5%

• Outdoor- $68,936- 3%

• Magazine- $48,030- 2%

The high months receive an increased budget due to the prevalence of holidays used to create a strong following

of the Body Shop. The increase of spending on both Cable TV and Network TV, along with radio, will be used to push

the Valentine’s Day, Mother’s Day, and Christmas campaigns more into the spotlight. The TV stations that will feature

advertising include Lifetime, Bravo, TLC, E!, and WE because of their strong reach, frequency, and appeal to women in

our target audience. Emphasis has been put on daytime and primetime television for both network and cable TV. Day-

time advertising will reach out to stay-at-home mom’s who do most of their TV watching during any free time they have

throughout the day. Primetime advertising will reach out to all other’s unable to watch TV until later on in the day.

Emphasis has been put on radio as well in order to be a constant reminder to those on the move throughout the

day, particularly women doing things such as running errands. Radio stations used will include stations similar to the

DFW stations of 102.9, 103.7, and 106.1. Ads will also be featured on women’s talk shows.

Magazine advertising will be steady throughout the year. Magazines to be used include Vanity Fair, Redbook,

Glamour, Cosmopolitan, and Good House Keeping. These will be the five magazines featuring advertisement. These

magazines have been chosen because of research finding these to have the highest circulation for our target audience. Di-

rect mail will involve catalogues sent out to members of the target audience featuring new products, as well as coupons to

increase sales throughout the holiday months.

24


The spacing of the months throughout the year brings up an opportunity to have a strong campaign throughout

the year, leaving only a couple of fall months far from heavy advertising.

Months: Only December

Budget: $3,353,711

Reach- 80

Frequency- 6

• Network TV- $1,911,300- 57%

• Cable TV- $615,400- 18%

• Radio- $483,800- 15%

• Direct Mail- $222,600- 7%

• Outdoor- $68,936- 2%

• Magazine- $48,030- 1%

While December is included as a part of the high months, our budget is largest in December in order to make

Christmas the most popular month for Body Shop consumers. It will include the same media mix as outlined above, on a

larger scale.

Medium Months

Months: November

Budget: $2,000,000

Reach- 70

Frequency- 3

During this month, most of the budget will be focused on a concert to raise awareness to stop sex trafficking and

animal testing. This concert will begin the Christmas campaign that will be heavily advertised in the following month.

25


Low Months

Budget: $838,427

Months: January, March, April, June, July,

August, September, and October

Reach- 60

Frequency- 2

• Network TV- $321,562- 38%

• Radio- $241,900- 29%

• Cable TV- $155,255- 19%

• Outdoor- $68,936- 8%

• Magazine- $48,030- 6%

The low months will involve a similar media mix as the high months on a smaller scale. The budget is lowest in

these months because of the absence of holidays being used to push the Body Shop brand forward.

Low months will feature basic advertising campaigns across all mediums outlined in order to keep up a low reach of 60

and frequency of 2. Radio has a high percentage in order to increase the frequency needed.

$2,000,000 set aside for:

$2,000,000 has been set aside for social media advertising through Facebook and Twitter providing updates on

new products, Starbucks coffee sleeves raising awareness for Earth Day, movie theatre advertisements, elevator screen

displays, in-store promotions, and inserts in Sunday newspapers.

26
27
Acid Test
Results

28
Goal Sheet

29
 Year at a Glance Report

30
Conclusion

31


In conclusion ETA took into account The Body Shop’s history, its position in upholding high ethical standards,

and its reputable products to create an analytical and visionary media plan. This plan intends to execute a logical strategy

in order to reach the company’s overarching goals, while staying true to its morals and values.

While the competition in the beauty industry is highly competitive, this plan differentiates the shop by focusing on

such values and its innovative approach to its audience.

32
Appendices

33
Appendix A
Figure 1.1

34
Figure 1.2

35
 Appendix B
Sample of Partnership with Starbucks

36
 Appendix C
Cost Estimates for Top Women’s Magazines

37
Cost Estimates for Top Newspapers

38
 Appendix D
Ostrow’s Model of Effective Frequency

39
 Appendix E
PowerPoint Presentation

+ +
Introduction
2

THE ! Organic, natural, and rich are three traits that come to mind

BODY
when entering The Body Shop.
! Winner of the 2010 “Most Admired Retailer of the Year”.

SHOP ! We’ve taken into account the company’s history, its position in
upholding high ethical standards, and its reputable products to
create an analytical and visionary media plan.
! This plan intends to execute a logical strategy in order to reach
the company’s overarching goals, while staying true to its morals
ETA Strategic Communications Inc. and values.
Planning to Stay Ahead ! The competition in the beauty industry is highly competitive, this
plan differentiates The Shop by focusing on such values and its
innovative approach to its audience.
Erika Cervantes, Taylor Hauff, Alex Panayides,
Trevor Rees-Jones, Alex Wolden

+ 3
+ 4

Where great ideas come to life! Target Audience

! Middle to upper-class women who live in a city or suburban area due to store
placement being near major cities.

! Those with an income of $60,000- $100,000 consume the majority market,

with those making $30,000- $60,000 close behind.

! Most consumers are Caucasian, females and have at least a bachelor’s degree.

! Women without children ranging in age from 35-49 make up the majority
market with those aging 18-34 as another major consumer.

! The total number for female consumers in the last six months for the
categories of body wash and shower gel add up to over 78 million.

+ 6

Consumer Profiles

AUDIENCE

40
+ 6
+ 7

Objectives Goals Sheet

! Media Objectives
! To reach an average of 66% of the target audience at an
average of 2.75 times a week
! To reach 2,290 GRPs for the 2011 calendar year with a pulsing
pattern to create an 80% awareness in the chosen market.

! Marketing Objectives
! To increase Body Shop sales by 25% within each of the two
target groups
! To increase overall brand awareness and positive brand
attitude

+ 8
+ 9

Strategy Media Mix

!3 levels of budget allocation: ! High period
! High, medium, low ! Emphasis on TV and Radio
! Daytime and primetime focus
! Pulsingpattern with emphasis on the months of February, ! TLC, Lifetime, Bravo, E!
May, and December, using Valentine’s Day, Mother’s Day, ! Continuous radio to increase frequency
and Christmas as periods of heavy advertising ! Stations: 106.1, 103.7, 102.9, women’s talk shows
! November concert ! Magazines

! $2
! Vanity Fair, Redbook, Glamour, Cosmopolitan, Good HouseKeeping
million set aside for non-traditional media throughout
the year ! Highest circulation throughout the target audience

! Direct Mail
! Catalogues, coupons

! Outdoor
! Reminder to back up various campaigns throughout the year

+! Medium 10
+ 11

! Decrease traditional advertising Budget Overview

! Body Shop concert raising awareness for supported causes

! Low
! Similar media mix as the high months on a smaller scale
! Absence of holidays

! Non-traditional media
! $2 million set aside to be used for:
! Social Media
! Starbucks coffee sleeves/Earth Day
! Movie theater ads
! In-store promotions
! Elevator screen displays
! Sunday newspaper inserts

41
+ 12
+ 13

Budget Allocation ! Medium

! November
! High period ! Decreased spending on traditional media
! February, May- $2,235,807
! $2 million for concert, non-traditional media, and minimal
! Network TV- 45%
traditional media
! Cable TV- 30%
! Radio- 15% ! Low
! Direct Mail- 5% ! January, March, April, June, July, August,
! Outdoor- 3% September, October- $838,427
! Magazine- 2% ! Network TV- 38%

! Cable TV- 19%

! December- $3,353,711 ! Radio- 29%
! Network TV- 57%
! Outdoor- 8%
! Cable TV- 18%
! Magazine- 6%
! Radio- 15%
! Direct Mail- 7%
! Outdoor- 2%
! Magazine- 1%

+ 14
+ 15

Year at a Glance Report Conclusion

!With the implementation of ETA’s media

plan, The Body Shop will reach the goals
set forth, regaining its status as a strong
competitor within its market.

+ 15

Thank
You!
ETA Inc.

42
References

43
A Makeover of Global Proportions: The Leading Cosmetics Players. Reed Business Information. 09. Oct. 2010

“About Us.” The Body Shop. Web. 07 Oct. 2010. <http://www.thebodyshop-usa.com/>.

Bath & Body Works. Web. 09 Oct. 2010. <http://www.twitter.com/bathandbodywork>.

Bodycare - US. Mintel, July 2010. Web. 09 Oct. 2010.

EBSCHO Host. Market Watch. Web. Apr. 2007. Vol. 6. Issue 4. 08 Oct. 2010.

Eggertson, Laura. “Sister City; Women are changing the face of philanthropy, focusing on programs that support girls .”

Insight. The Toronto Star, 03 Oct. 2010. Web. 09 Oct. 2010.

Happi. Household & Personal Product Industry. 2009. 03 Oct. 2010. <http://www.happi.com/news/2009>.

IMAGES Retail Awards 2010. Web. 29 Sept. 2010. <contify.com>.

L’Oreal Finance. Company Overview. 2010. 02 Oct. 2010. <http://www.lorealfinance.com/site/us/marques/marque5.asp>.

Mintel. Beauty Retailing UK. Web. Jan. 2010. 08 Oct. 2010.

Origins. Web. 09 Oct. 2010. <http://twitter.com/GardenStatePlza>.

“Our Campaigns.” The Body Shop. Web. 07 Oct. 2010. <http://www.thebodyshop-usa.com/>.

Perry, Elizabeth, et al. Consumer Survey interview. 09 Oct. 2010.

Terry, By. “About Sephora.” Sephora: Beauty, Skin Care, Makeup, Hair, & Fragrance. Web. 07 Oct. 2010.

<http://www.sephora.com/>.

“The Body Shop.” Hoover’s Company Records. ProQuest. Web. 07 Oct. 2010.

“The Body Shop looks for values and passion.” Centaur Communications Limited. 29 Sept.

2010. 09 Oct.2010.

44
“Reuse. Reduce. Recycle.” Origins. Web. 07 Oct. 2010. <http://www.origins.com/ >.

Richardson, Arna. “Beauty, Cosmetics, and Fragrance Stores in the US.”

Beautifying a nation: An array of new products is helping in demand. Vers. 44612. IBISWorld Industry

Report, July 2010. Web.09 Oct. 3. 2010. <http://www.ibisworld.com/industryus/ataglance.aspx?indid=1055>.

Smart Company. Mark up Keeps Looking Good. 2007. 01 Oct. 2010.  

<http://www.smartcompany.com.au/retail/make-up-keeps-looking-good.html>.

The Body Shop. Web. 09 Oct. 2010. <http://www.twitter.com/thebodyshopusa>.

“Values & Campaigns.” The Body Shop. Web. 07 Oct. 2010. <http://www.thebodyshop- usa.com/>.

Wikinvest.  Limited Brands. 2010. 01 Oct. 2010. <http://www.wikinvest.com/stock/Limited_Brands>.

45

Thank You!

ETA Inc.

December 2010