MARKETING MANAGEMENT IN A GLOBAL

ENVIRONMENT
Deep River Rock

Submitted by:
Enrollment no:

Course:

University
Year:
Deep River Rock Unveils New Light-Weight Bottle Design
Deep River Rock has unveiled a new bottle design for its 500ml range, which features a bold
‘ripple’ effect across the front of the bottle, and enhances the impact of the logo – which was
refreshed last year – by giving it a higher placement of the label.

The 500ml Deep River Rock Still bottle also now uses 16% less PET, and will see a reduction in
plastic from 22g to 18.5g. This is set to result in an estimated 135 tonnes of plastic removed from
the manufacturing process each year.

The new bottle design is set to be in circulation by Earth Day, which takes place on 22 April.

Oonagh Gildea, Marketing Manager for Deep River Rock commented on the new design, “The
introduction of the lighter Still 500ml bottle also reflects our commitment to sustainability and
environmentally responsible manufacturing processes.

"It is fitting that the introduction of the ‘ripple’ design coincides with our latest light-weighting
project. It symbolises another ‘drop’ in our sustainability commitments and one that will have a
positive impact in our journey to minimize our impact on the environment."

Deep River Rock is the local water brand of Coca-Cola HBC, and the introduction of the light
weight bottle is the latest in a series of sustainability initiative by the Ireland/Northern Ireland
business.

Since 2010, the company has reduced the amount of water it uses to produce beverages by 13%
and reduced its carbon emissions by 52%. Its plant in Knockmore Hill in Lisburn has also
achieved its target of contributing zero waste to landfill – five years ahead of target.

STRATEGIC ACTION
Traditionally, the bottling of water has served one purpose: on–the-go convenient hydration. The
bottle brings the purity of the spring, the precious minerals of the volcano, the alpine-filtered
glacial melt waters etc. to the busy consumer.
What if a brand of water had to be marketed without reference to its source or its provenance
(consumers’ sensitivities regarding the Antrim address of the water’s birthplace prohibited its use
in advertising)?

And what if this brand were nonetheless determined to be No.1?

Witness, then, the ascendance of Ireland’s first lifestyle water brand - built on attitude, not
provenance and relevance, not ingredients. Because we couldn’t build it on heritage, we built it
on personality.

The strategy which we’ve stuck with over the years and which has sustained the brand’s growth
since 2008 is simple but perhaps unexpected - because the water that can’t talk about exactly
where it comes from has built for itself the most local of personas: mischievous, knowing, smart,
witty. Deep River Rock is ‘the water with an attitude’ – a contemporary local one that our target
market naturally relates to, and which we’ve tailored to their mindset as it has evolved over the
past decade.

Purity with attitude

During Phase One, when water contamination was an issue, we identified a way to talk about
purity which spoke directly to our target. The ‘Purer than you’ campaign was designed to give a
nod and a wink to the girl or boy who welcomed the opportunity to make up for a weekend’s
hedonism with 750ml of the pure stuff.

Wellness with attitude

During Phase Two, when fit and smart was the new cool, we went after the high ground with our
hydration campaign. But it wasn’t the generic idea of hydration that that finally gave the brand a
leg-up to its number one position – it was a unique and unprecedented attitudinal spin that we put
on this idea: behold the first water in the world that has designs on your brain as well as your
body.

Investment and market share summary

To outline this, for spending setting in 2015 – when we accomplished #1 volume and esteem
share all the while – we investigated entire year 2014 spends and offers (figure 7.1, Nielsen
AdDynamix; Nielsen piece of the pie water report). We were a long ways in front of rivals in
offer of voice, however piece of the pie was equivalent to Volvic. We concurred that we should
have been in front of our next rival by X% piece of the overall industry in request to place us in a
#1 position

Discounting factor

One noteworthy thought that did not add to our prosperity was value advancements – we had less
than different brands in the class.

Return on investment

We set out to get to No.1 and in accomplishing that, we likewise drove solid ROI. We
accomplished millions extra liters over the 3 stages. Working with a normal Deep River Rock
cost per liter of €X, we can exhibit that this development conveyed in gradual income for Deep
River Rock from 2005-2018.

Toward the finish of Phase Two, volume had begun to decrease. As we moved into Phase Three,
we became our volume by X million liters

THE IDEA AND COMMUNICATIONS ACTIVITY WITH CONSUMERS

Outdoor was used alongside our TV campaigns to really bring out the humour of the brand
across all three phases and to showcase true Irish humour at play. We had to ensure that our
campaigns worked in both ROI and NI. Using outdoor to localise the creative executions saved
us from the expense of making two TV ads. It also enabled us to deliver topical executions -
about the weather, for instance - or very tactical ones around Arthur’s Day and St James’s Gate.
“A world class Irish drink doesn’t have to be black”,

Think Straight Hydrate’ - 2013-2015

As investment was increasingly under pressure, some of channels we had used previously had to
be discarded during this phase – and digital came to the fore. TGI analysis showed their use of
digital media had increased greatly from 2011-2013; taking another leaf from Binet and Fields,
we used digital to amplify the effectiveness of our TV campaign.
Digital really came to the fore in this phase of our campaign, as our 18-35-year-olds’ digital
consumption habits evolved - TGI analysis showed their use of digital media had increased
greatly from 2013-2017: A 28% increase in those going online more than once a day (TGI 2016)
and 78% of 18-34s using social media daily (Mindshare day in the life research 2013) Average
hours spent per week saw an increase of 11% As our audience moved more towards digital and
brands were increasingly active here, we needed to talk to them in this space.

 A 28% increase in those going online more than once a day (TGI 2013) and 78% of 18-
34s using social media daily (Mindshare day in the life research 2013)
 Average hours spent per week saw an increase of 11%

The role of digital

 We focused on driving users to our social channels to get our consumers to interact with
the brand using the vehicle of the Hydration Game.
 Ultimately, our aim was to create an engaging platform for our users to share content and
for us to showcase our fun personality

Communication objectives

Deep River Rock has had three campaigns over the past 10 years, each one designed to connect
in an emotional and culturally relevant way that was

(i) In keeping with the zeitgeist and

(ii) Expressed the brand’s distinctive personality and tone of voice. To measure Deep
River Rock’s communications objectives, we tracked a number of advertising
descriptors; over 10 years we have consistently outperformed our competitors.

Most effective cut-through

For 10 years, our advertising has trumped the category leader, Ballygowan, in effective cut-
through with 18-35s. This proves that our long-term strategy of building a brand has worked
consistently.

This effective cut-through has been recognized by independent research.

IMPACT ON BEHAVIOURAL ACTIVITY AND PAYBACK
As befits a ten-year story which has concentrated on the value of long-term brand building, the
impact of our campaigns on behavioural attitude is very much at the heart of our case. By the end
of the decade, our target audience had decided repeatedly, and on an ongoing basis, that we were
their brand. Our independent tracking (as referred to above) tells us that the key metrics we were
chasing (from ‘the one to be seen drinking’ to ‘the choice for young people’) were stronger for
our brand than for our competitors’ ones. Our campaigns had the effect of convincing the target
that the brand with no provenance to speak of and no source story was nevertheless ‘pure’,
‘local’ – and furthermore that it was fun and ‘for me’. That’s why our 18-35s selected Deep
RiverRock and not Ballygowan or Volvic; for the last phase of activity referred to in our case –
during which Deep RiverRock achieved the No.1 position - the number of people who prefered
to drink Deep RiverRock is up X% from 2010 to 2018.

Marketing objectives
Deep River Rock set out to be the branded bottled water of choice for 18-35s. To measure this,
we tracked brand equity statements for ten years, six of which were benchmarked against
competitors. In each of these years, we out-performed all competitors amongst our 18-35 cohort.

References

http://www.balochistanglass.com/clients.html

https://www.deepriverrock.ie

https://www.iapi.ie/files/awards/1474284230_1473373563_lte_deep_riverrock-1.pdf