1. BY: PAJARITO MEDIA
Rafael Bojalil / Hareet Chadha / Moazzam Khan
Andres Prieto / Albertus Setyanto / Daniel Zamora
Daniel Zamora

2. CONTENTS
Brand Review ...........................................................................................................................................3
Product description, key benefits.....................................................................................................3
Brand image, Positioning, USP...........................................................................................................3
USP..........................................................................................................................................................3
Place in the industry............................................................................................................................3
Background/Overview...........................................................................................................................4
Core challenge facing the brand ...................................................................................................4
Industry and key factors.....................................................................................................................4
Buyer analysis/ customer profile .......................................................................................................4
SWOT Analysis.......................................................................................................................................5
IMC Objectives ........................................................................................................................................7
Main Objective ....................................................................................................................................7
Measurement.......................................................................................................................................7
Media objectives - Who; Where - key markets..............................................................................8
Media Breakdown.................................................................................................................................8
When - timing; How - reach/frequency..........................................................................................8
Creative Strategy ....................................................................................................................................9
Appeal technique...............................................................................................................................9
Tone and manner................................................................................................................................9
Key message ........................................................................................................................................9
Big idea..................................................................................................................................................9
Rationale ..............................................................................................................................................9
Creative approach for TV................................................................................................................10
Story Board ........................................................................................................................................11
Digital Section ....................................................................................................................................12
Creative approach for support mediums ....................................................................................13
Media Recommendations ..................................................................................................................15
Campaign Scheduling & Blocking Chart.........................................................................................17
Weighting............................................................................................................................................17
Details Media vehicles......................................................................................................................17
...............................................................................................................................................................19
Overall Campaign Schedule ..........................................................................................................20
...............................................................................................................................................................20
1 | P a g e

3. Budget.....................................................................................................................................................21
TV Commercial ..................................................................................................................................21
Magazine ............................................................................................................................................21
out of home........................................................................................................................................22
Digital...................................................................................................................................................22
Event ....................................................................................................................................................23
Detail Budgeting................................................................................................................................24
CONCLUSION.........................................................................................................................................25
References..............................................................................................................................................26
2 | P a g e

4. BRAND REVIEW
PRODUCT DESCRIPTION, KEY BENEFITS
Pepsi is the leading brand in carbonated drink market with 26% market share. The brand
had 63 Billion net revenue in 2015. In North America, the beverages line of PepsiCo is higher
compared to their food line. Among their beverages line, PepsiCo divides its line into
carbonates, concentrates, Juice, RTD tea, bottled water, RTD coffee, Sports and Energy
Drinks, and Asian special drinks where the carbonated drink has the biggest contribution.
(PepsiCo Inc.)
Currently, Pepsi has 9 variants: Regular Pepsi, Pepsi Diet, Caffeine Free Pepsi, Caffeine Free
Diet Pepsi, Pepsi Max, Pepsi Lime, Pepsi Lime Diet, Pepsi Next, Pepsi Ginger (PepsiCo Inc.)
BRAND IMAGE, POSITIONING, USP
BRAND IMAGE
Pepsi is known as one of the most respected companies in the world. Even though there is
a rise in negative image of carbonated drinks, Pepsi still has a positive image. Pepsi has a big
number of advertising budget that make them one of top of mind brand in the industry.
POSITIONING
Pepsi has strong positioning as refreshment product. Unlike Coca Cola user, Pepsi loyalists
prefer leading an exciting life. It also aims to form a perception in its consumer’s mind to
capture the excitement of the present moment rather than dwelling in the dream world.
USP
Pepsi’s unique taste which appeals to young adults
PLACE IN THE INDUSTRY
Currently, Coca Cola’s market share in Canada is 36%. Pepsi still manages to challenge Coca
Cola with 26% market share. However, Pepsi have stronger brand performance in rural
Canada. (Tuckwell, 2013)
3 | P a g e

5. BACKGROUND/OVERVIEW
CORE CHALLENGE FACING THE BRAND
In recent years consumers have become more aware of the concept of healthy foods and
are gravitating towards eliminating anything unhealthy from their diets. This poses a big
challenge for the carbonated drinks market. As a result of this carbonated drinks sales have
dropped by 3% in off trade volume and 4% in current value terms in retail and this will
continue over the years. As a result of being health conscious consumers have drifted
towards healthier, non-carbonated drinks. Examining this downward trend more carefully
it shows us that cola carbonated drinks lead the decline at 5% in volume and 6% in value
when compared to just 1% in volume and 2% in value for non-cola carbonated drinks.
(Market Line, 2015)
The main reason for the shift in consumption is due to the awareness spread first in 2014 by
Heart and Stroke Foundation of Canada on reducing the daily intake of sugar to “no more
than 10%” which comes to 12 tea spoons. They also recommended limitations on beverages
with sweeteners. This message once again surfaced in 2015 by World Health Organization
informing users to the maximum limit of sugar to 12 tea spoons. Along with sugar, artificial
sweetener such as aspartame have been considered by many as toxic as a result of which
cola drinks such are Diet Pepsi has taken a hit. Pepsi Next was slightly sheltered from this as
it contained natural sweetener such as stevia. (Market Line, 2015)
INDUSTRY AND KEY FACTORS
In Canada, the two leading players in the beverages industry are Coca-Cola and PepsiCo.
having value shares of 36% and 26% respectively in 2015. These two companies have
diversified their business into other categories such as bottled water, juice, ready to drink
tea, energy drinks etc. In the mature and declining cola market the two giant companies
have always been at horns trying to steal market share from the other, but in reality Coca-
Cola does have an upper hand when compared to Pepsi particularly in regular Coke, but
Pepsi is slightly better in the low and mid-calorie categories. According to industry feedback
there has been encouraging performance from mini-cans and small pack sizes which Coca-
Cola has smartly invested in introducing 220 ml min-cans and 237 ml glass bottles and
reducing the calories by 8-13%. (Market Line, 2015)
Irrespective of the decline in the carbonated drinks market, it still constitutes majority of the
proportion of sales in soft drinks, as distributors and retailers rely on carbonated brands to
help drive sales and impulse buying. There is also increasing competition from private labels,
which is posing a considerable threat. (Market Line, 2015)
BUYER ANALYSIS/ CUSTOMER PROFILE
The war between Pepsi and Coke has been going on for decades. Due to the close
similarities between the two drinks differentiating the target market has to be looked at
strategically. Pepsi Cola has defined its target market as young adults from the age group 18
to 35. The reason being they want to influence the buying behavior of their target audience
at an early age to groom them into loyal customers. According to a number of sources the
typical Pepsi Cola drinker has been identified as people who are
1. Of lower income bracket
2. Lower education when compared to Coke users (Coke users are college graduates)
3. Prefer snacks such as burgers instead of sushi
4. Prefer local TV or news.
5. They are less likely to have travelled or taken time off from work
4 | P a g e

6. All of these points to some extent characterize young adults who are still in school studying
or have recently graduated and are in their first jobs. Pepsi Cola, since the early days has
always focused on the “new generation” and till now it has stayed true to its target audience.
SWOT ANALYSIS
Strengths Weaknesses
Strong market presence, diverse portfolio,
widening presence
Market controversies could be harmful for
Pepsi consumers’ confidence
Opportunities Threats
Increased spending on beverages in
emerging markets, use local focus to
appeal to consumers, create opportunities
for the health conscious consumers
Competition from private labels and/or local
companies, rising labor wages and because
water scarcity the company would have to
increase the production and supply chain
costs
(MARKET LINE, 2015)
STRENGTHS
Strong market presence, diverse portfolio, widening presence
Pepsi has a strong presence in the market of beverages specifically in soft drinks - Cola. The
brand has presence all around the world making of it one of the biggest cola brands.
Pepsi® Soft
Drink
Diet Pepsi® Soft
Drink Caffeine Free Pepsi®
Soft Drink
Caffeine Free Diet
Pepsi® Soft Drink
Pepsi®
Ginger
Pepsi Max® Soft
Drink
Pepsi® Lime Soft
Drink
Diet Pepsi® Lime Soft
Drink
Pepsi Next® Soft
Drink
5 | P a g e

7. PepsiCo has a big portfolio and one of the main brand is Pepsi. Within this brand, the
company has an extensive product line that fulfills the diverse needs in the customers. This
is a great strength because this strategy allows Pepsi to pursue a lot of Cola customers.
WEAKNESSES
Market controversies could be harmful for Pepsi Consumers confidence
Within the last years Pepsi have been involved in some controversies about the ingredients
they use to produce the cola. Some scientists have found that Pepsi was using very high
levels of carcinogenic on their products that affects the health of the consumers. In 2014,
there was a lawsuit that said that Pepsi failed to warn consumers that its diet soda, Pepsi
One, contained cancer causing ingredients. We decided to select this as a weakness because
this fact can adversely affect Pepsi´s revenue and sales.
OPPORTUNITIES
Increased spending on beverages in emerging markets, use local focus to appeal to consumers,
create opportunities for the health conscious consumers
Pepsi has the opportunity of increase the spending in terms of investments in some countries
such as India, Pakistan, Indonesia, and Vietnam, where the food and beverage market is
increasing. This opportunity is aimed towards the global expansion and the success of the
brand in each one of the countries where Pepsi has presence. Pepsi also has the opportunity
to use local customs to approach existing and new customers; this will create a relation
between a brand and its consumers.
Another important fact is that trends are showing that consumers are being really health
conscious. This has a direct impact on the brand because the nature of Pepsi's products is
that the products are not healthy, however Pepsi can use this fact as an opportunity to create
new products or alternatives for customers.
THREATS
Competition from private labels and/or local companies, rising labor wages and because water
scarcity the company would have to increase the production and supply chain costs
The economic conditions are changing constantly on a daily basis and in this moment the
price of the dollar is affecting the Canadian economy, this fact makes it difficult for
consumers to increase their budget for buying food and beverages. Pepsi is part of the non-
essential foods or convenience foods segment. That means that if the economy is down the
consumers will start tightening their budgets and they are only going to start buying
essential foods such as meat, chicken, tuna, rice, etc. and Pepsi segment will be hit directly.
When these times come, consumers prefer to buy from local and cheap brands rather than
private and expensive brands.
Another major threat to Pepsi is that one of the main ingredients used to create the product
is being contaminated by pollution and/or is becoming scarce due to the population rapid
growth. This ingredient is the water. This would result in an increase in production costs
affecting the long term the profitability of the company.
6 | P a g e

8. IMC OBJECTIVES
Pepsi is considered one of the biggest beverage brands around the globe, having
successfully garnered recognition among different target markets, it is always working on
different ways to reinforce the brand image in order to expand its audience and
consumption. And so, Pepsi is working on a marketing campaign aiming a younger
audience. The brand believes that its rural market is doing well and it is time to aim and
understand a new audience of urban millennials. The new marketing strategy would be
considering the following points.
MAIN OBJECTIVE
The main objective of this strategy is the reinforcement of Pepsi Brand among urban
millennials in order to reach an outstanding percentage of the existing market share. This
will be a single campaign for summer 2017 that will take place in Canada, specifically in the
main cities such as Toronto, Vancouver and Montreal.
MEASUREMENT
The campaign effectiveness will be measured in different ways depending on the media
Pepsi is using. Beginning with our market share target of 26% - 28% in 1 year. This index will
be measure with a percentage change, comparing previous years and the actual year after
the campaign activation. Secondly, the campaign will be measuring the efficiency of the
media used. The company is going to use traditional media, non-traditional media and
experiential marketing, and this media will be measured using different tools.
“SEARCH” MARKETING PERFORMANCE
In order to measure the traffic on internet of Pepsi’s campaign we will us one of the most
effective tools in the market. Google Analytics gives you the opportunity to measure from
CTR (Clicks to rate) to search engine referrals in order to give you a real time trend on your
campaign efficiency among internet users.
EFFECTIVENESS OF YOUR SOCIAL MEDIA MARKETING
Within different social networks the campaign in using such as Facebook and Instagram,
there are many ways to measure efficiency. The most recognized way is “Likes” but also these
platforms offer different ways to measure the acceptance from users.
PRINTING ADS AND OTHER MEDIA
The measurement of other media and printing ads would be done by creating a simple
website linked to those ads in order to keep track of every URL using the ads link and
measuring the number of people interested in the ad. This type of advertisement will be
distributed through YouTube and news webpages among other media.
GOALS AND TIMEFRAME
The main goal the campaign is pursuing would be the increment of market share from 26%
- 28% in 1 year by gaining new consumer from competitor as well as increase current user
consumption. The strategy we are implementing is in line with the current brand growth on
the carbonated beverages market in the Canadian market, and according the internal
metrics of the company, this growth is perfectly achievable relaying on the strong presence
of the brand among young Canadians. The campaign also considers an increase of 10% in
consumption of the product among the target market which is urban millennial.
• Market Share: 26% -28% in 1 year (Market Line, 2015)
• Increase of Consumption among Target Market: 10% in 1 year
7 | P a g e

9. MEDIA OBJECTIVES - WHO; WHERE - KEY MARKETS
Majority of Pepsi sales in Canada are derived from the rural market. The goal of this campaign
is to increase urban consumption by 10% among the millennials user. The campaign will
reach the target market using traditional and non-traditional media.
The main objective of this campaign will be focused on urban millennial as a target market
with a great potential. All the media will have a fresh approach in order to appeal young
Canadians and to encourage them to have a different and extraordinary experience
through daily basis activities. A significant amount of $5 million will be the total expenditure
of our campaign, including a complete portfolio of marketing coverage, which would be
explained in the following pages.
The new Pepsi campaign is following a young and fresh approach with a sense of coolness,
which we believe it is going to attract the amount of urban millennial we need to reach our
10% of increment in consumption. This is the main reason the campaign will take part on
summer and winter 2017. On June 20, 2017, the main cities of Canada will be experiencing
the most extraordinary experience Pepsi can give to its young consumers, involving them in
different activities and amazing rewards. The same approach will be happening in Winter
2017
MEDIA BREAKDOWN
TRADITIONAL MEDIA
• TV
• OOH
• Public Transportation
• Print
NON-TRADITIONAL MEDIA
• Digital
• Events
WHEN - TIMING; HOW - REACH/FREQUENCY
SUMMER 2017
Summer
Campaign
3 Months
Campaign
June 20th
2017
Winter
Campaign
3 Months
Campaign
December
21th, 2017
8 | P a g e

10. CREATIVE STRATEGY
APPEAL TECHNIQUE
Lifestyle Appeal: What we intend to do with this appeal is to associate Pepsi brand with the
lifestyle or desired lifestyle of our consumers. The target market that we are going to pursue
is young adults and the lifestyle we are trying to communicate is an adventurous yet
approachable lifestyle, where consumers are driven to experience new activities different
from the routinely life. (Tuckwell, 2013)
Source: http://www.coroflot.com/manisha_tirkey/Graphic-design
Magazine Advertisement (Print) - Pepsi
Design concept was to promote outdoor games and activities, adventure, fun and liveliness.
Punch line has been created using Photoshop, and composition is of image collage.
TONE AND MANNER
The message will be presented in an informal, energetic, youth - friendly manner.This
approach will have the most impact on the target audience because within the
psychographic segmentation we are going to show the brand to the experiencers
consumers, that mean to those consumers that seek variety and excitement, consumers who
are active in sports and/or social outdoors activities, impulsive and enthusiastic consumers,
young adults who want to look good with whatever they buy or have. (Tuckwell, 2013)
KEY MESSAGE
In summer, Pepsi will bring the target market a unique experience converting the ordinary
to extraordinary. (Tuckwell, 2013)
BIG IDEA
Taking ordinary to extraordinary.
The target market in the urban areas of population are/would be stuck in the rut of daily
activities with the work, commuting, etc. The campaign would focus on bringing a “ray of
hope” to those.
When we talk about the urban carbonated drinks market in Canada, coke takes the first
place. Pepsi aims to breakthrough. They will take the things that people find ordinary, in
Canada, and try to make of them an extraordinary experience. (Tuckwell, 2013)
RATIONALE
When we talk about the carbonated drinks in urban market in Canada, Coke takes the first
place. Pepsi aims to breakthrough. The target market are the people that have a penchant
to try new and different things so they can talk about it or “share” it. With this campaign we
wish to gather the essence of urban Canada, be it special activities, daily routine etc. and put
a twist to it, garnering the image that Pepsi is fun, unique and exciting in addition to its
amazing taste.
9 | P a g e

11. CREATIVE APPROACH FOR TV
Over the years Pepsi Cola has evolved and recently, we believe, has lost its touch due to the
ineffective communication of the brand via different mediums. The current ongoing
emoticon campaign is not what we see Pepsi Cola to be doing for it to make a connection
with the consumers. Coca Cola has evolved its communication to telling emotional stories
which relates to the target market.
According to a psychological study conducted between Coca Cola users and Pepsi Cola
users it was very evident in the blind taste test that Pepsi Cola is superior in its taste, but as
soon as a person is asked for his/her Cola drink preference they would head toward Coca
Cola. (Mlodinow, 2012) The main reason for this is due to the signals sent from the part of
the brain known as ventromedial prefrontal cortex, or VMPC. The VMPC, in layman terms,
provides the warm and fuzzy feeling we experience when we think of a familiar brand name
or product. This is where Coca Cola takes the upper hand as it has, over the years, made and
emotional connect with the users. Pepsi Cola should try and do the same.
Pepsi Cola brand had started off selling in the market a good 12 years after Coca Cola (1898
for Pepsi and 1886 for Coke). During its early years Pepsi did run into problems and in 1923
declared bankruptcy, even though it was sold to another company it yet again went
bankrupt in 1931. It was then when the company was taken over by Loft Incorporated a
large chain of candy stores that the company started experiencing success and later the
company changed its name to PepsiCo. (PepsiCo Inc., 2005)
The brand grew from here on out. It came out with some truly memorable marketing
communications campaign and it was during the 70s that Pepsi Cola won the Cola battle
against Coca Cola with its “Pepsi Challenge” campaign where the brand discovered it was
superior in taste when compared to Coca Cola. It executed a number of beautiful advertising
campaigns with the slogan “You’ve got a lot to live and Pepsi has a lot to give” (PepsiCo Inc.,
2005)
Keeping all the above in mind and connecting it to recent times, Pepsi Cola needs to
penetrate into the urban market and gain market share from Coca Cola, simultaneously
countering the decline in demand for the cola market. The only way to do this is to create
an emotional, realistic appeal among the urban users along with emphasizing the superior
taste of Pepsi. Hence the big idea
“Make the ordinary, extraordinary”
This big idea has been taken from the insight that the people living in big urban cities lead
a very routine and almost mechanical life. Doing the same thing week after week, which at
times leads to being burnt out. We wanted people to break out from their mundane life
style, using Pepsi as a catalyst, to go out and enjoy the real extraordinary adventures in life.
We wanted to depict this not by showing a Pepsi drinker being transported to this fake or
imaginary wonderland after drinking Pepsi, like a lot of the other brand show.
We wanted to instill the idea of reality, and shunning away unattainable imaginary life. With
Pepsi you get back to reality and, instead of imagining fantasy situations, enjoy what truly is
the best, which is Pepsi. Hence our slogan
“Pepsi ….. Enjoy the Extraordinary Taste, of Real Adventure”
10 | P a g e

12. STORY BOARD
11 | P a g e

13. 12 | P a g e
DIGITAL SECTION
Playing off the last shot from the TVC we will encourage users to send in their everyday
experiences of how they changed and ordinary day into an extraordinary one. They can
take a video or pictures and upload it with the hashtag #Doyourextraordinary. Giving this a
factor of virality we will encourage users to nominate their friends, family or acquaintances
to perform a similar act and upload it to Pepsi’s Instagram and Facebook page.
To provide an added incentive we will give this activity a touch of competition by
encouraging users to also hashtag their dream experience for example :
#Pepsi #Doyourextraordinary #skydive
By doing this we will have a record of the best videos or pictures and using likes and shares
as votes a few winners will be selected and sent to experience their dream adventure.
Scene 7: Mark grabs the Pepsi can and opens it.
Close up on the Pepsi can. (Here Zoom In)
Scene 8: Transition from mark’s room to a
cliff, focus still on the can. (Start Zoom
Out)
Scene 9: Background sound of the wind and
birds. Voice over: Enjoy the extraordinary
taste of real adventure.

14. CREATIVE APPROACH FOR SUPPORT MEDIUMS
Web sites
Billboard
13 | P a g e

15. Subway
Print Ad
14 | P a g e

16. MEDIA RECOMMENDATIONS
Individuals from all over Canada, regardless of age and location are Pepsi’s target market.
Pepsi is reportedly predominant in rural regions, a market that needs to be retained and
strengthened with time. Also, the baby boomers form a large part of the “carbonated-
beverage” drinking population. Urban millennials, though, are the focus of our current
campaign, mainly because they either are non-pop drinkers or are more drawn towards the
competitor brands.
Our target market is one that is always short on time with their fast-paced lives leading them
to become very meticulous and looking for options that save their time. The “skip” button
on YouTube videos for advertisements illustrates this prevalent attitude. The youth of today
are heavy internet users and the social media dictates their lives. Traditional media like
television, radio, newspaper are becoming more and more obsolete in the urban Canadian
setting, regardless of the fact that they are still the vehicles with the highest reach among
the users. Therefore, it is necessary that the campaign addresses this situation and also
provide an answer to the big idea that aims on Pepsi taking the daily, mundane exploits to
an extraordinary level, granted the fact that extraordinary doesn’t have to be impossible.
Pertaining to these facts, television will act as primary media vehicle for the campaign and
will also take up the largest chunk of the budget essentially because it has the largest
coverage and with that we intend to reach and retain the existing consumers in the rural
areas or the baby boomers, who are still avid TV viewers. But also, the commercial will be
aired only on channels that are more likely to be frequented by our primary target for the
campaign, e.g. live telecast channels like sports and news, and also some lifestyle channels
that air exclusive content that won’t be available on other platforms like Netflix or YouTube.
The commercial however, will make its rounds on the internet too, trying to catch the
attention of the users, spreading the message.
Our next media vehicle of choice is Social Media, primarily Instagram and Facebook, feeding
the ‘hashtag’ obsession. With this, our main aim is to generate a buzz by inviting the
millennials to share their ideas of “extraordinary adventure” using the hashtag
#DoYourExtraordinary for a chance to be featured on Pepsi’s page and an eventual prospect
of Pepsi sponsoring the consumer to go and live it. With this, it will also be safe to assume
that this might percolate to other platforms like Twitter, Tumblr etc.
Experiential marketing serves as the next major media agent. Since our focus is on the urban
millennials, we plan to take that exclusivity to the major and most populated cities of Canada,
i.e. Toronto, Vancouver and Montreal. With this, Pepsi will take the campaign to the
millennials right where they live and work. These will, for one be a continuation of the social
media campaign. Pepsi will put up pop-up stops and trucks in strategic places where a lot of
people visit to invite them and share their ideas of extraordinary in return of free Pepsi
merchandise. A really unique idea could be ended up rewarded too in a way that Pepsi
would sponsor the winner’s adventure.
The era of augmented reality gaming has been kicked in, thanks to Pokemon Go. The launch
party for the game in Toronto is going to be a huge event. Pepsi plans to cash in on events
like these by being the official sponsor for the same.
Also, a really extraordinary twist will be offered in the said geographic markets wherein Pepsi
fountains (same as regular water fountains but with Pepsi flowing in them) will be installed
15 | P a g e

17. all over the city during the summer months of the campaign that people going about their
daily routine will stumble upon. Free Pepsi will be accessible with the only catch being that
the customer will have to post a selfie with the fountain and caption it with #pepsi
#doyourextraordinary and tag location that will be specially generated for the fountains,
e.g. Pepsi Fountain, Dundas Square. This will send a signal to the Fountain and the customer
will be able to get a cup of Pepsi.
Design Prototype for Pepsi Fountain
The television commercial will act as the foundation for images to be derived for print, to be
used in out-of-home or magazines (including digital). These images will either be part of the
story that the commercial tells or be an addition to it. The out-of-home ads will be
strategically placed in places with large office buildings or places that are most likely to be
visited by the urban millennials in the cities. This will be further extended to the public transit,
since we discovered that commuting forms an essence of our target’s part of the day and
the images will intend to conjure up their imagination about their ideal adventures and how
Pepsi will help them achieve that. Magazines as a form of media vehicle will also play a
significant role in publicizing the campaign even further by exploiting both the print and
digital media formats.
16 | P a g e

18. CAMPAIGN SCHEDULING & BLOCKING CHART
WEIGHTING
The task of this campaign is to allocate 5 Billion Dollar budget to create an impactful
campaign. As mentioned earlier, in term of media, this campaign will use TV as the main
campaign. Larger reach becomes main consideration. OOH and digital become the second
media because it is close with target audience daily life. Print and Event is the last priorities
because the purpose is to support the existing campaign or activity.
The other goal of this campaign is to create 6 months campaign. This campaign will be
separate each 3 months in summer and winter to address holiday. In each season, the first
month will be heavy on awareness of the campaign with 60” TVC, print, and OOH. The
following month will be slower on awareness since the TVC aired will be the shorter
durations. However, the objective is changing to guerilla digital activities and event, because
the consumer already understands and aware about the campaign and now is the time to
engage with the brand.
The budget weighting will be shown in the table below.
DETAILS MEDIA VEHICLES
TV COMMERCIAL
TV become the main media for Pepsi’s campaign. The main consideration using TV is the
reach of TV that higher than other media. Even though considered as traditional media, but
TVC can use a different element such as moving visual and audio that makes it more
attractive for the audience. Pepsi campaign will be divided into 2 periods which are summer
season and winter season which each consists of 3 months. The model of TVC bursting will
be at the same rate, but in the first month the TVC aired will be version 60” which are longer
during the launching of the campaign, the second month will be aired version 30”, and the
third month will be aired version 15” as a reminder. This strategy considered to optimize the
budget and reach larger segment and have a chance to air the TVC on different TV channel.
17 | P a g e

19. The TV station chose mainly divided by English Speaking Channel and French Speaking
Channel since there is also some small part in Canada such as Quebec, where the population
speak French. The number of TV station are 9 English Speaking Channel and 3 French
Speaking Channel. The TV station that chosen for this campaign based on top 10 TV
Channel for young adult age 25-34 and also has the different type of TV station to get a
broader reach. The channel is TSN, Sports Net National, Space, W Network, CP 24 Ontario,
Food Network, Comedy, HG TV, Showcase, Canal D, Reseau Des Sport, and Addik (Lee,
2015).
MAGAZINE
Magazine also becomes consideration for Pepsi’s Campaign. Although the trend to read
printed magazine is decreasing, but magazine already changes to the digital magazine. That
is why it is important to have a good campaign message for the magazine. The magazine
chosen are Chatelaine, Chatelaine French Edition, and MacLeans. The campaign for the
18 | P a g e

20. magazine is only 2 months after the campaign for a 3-month campaign, so for the total 6-
month campaign will be 4 months, which 1 Print Ad insertion in each month edition. Using
the benefit of a magazine which is the ability to choose the geography, the magazine
strategy for Pepsi’s campaign will focus on several areas such as Ontario, British Columbia,
and Quebec and targeted more urban area.
OUT OF HOME (OOH)
OOH become one of the media for Pepsi’s campaign. The ability to choose very specific
geography makes OOH can optimize the budget. The OOH considered is Billboard and
Subway Banner Ad because both OOH is close to Pepsi campaign’s target audience which
is Young Adult who live in Urban. Also, those OOH channel is relevant to represent the
Urban lifestyle.
DIGITAL
Pepsi’s campaign need a digital presence to create engagement and word of mouth among
young people. To create engagement, Pepsi’s will create an activity which based on referral
challenge. In this challenge, Pepsi will challenge the target audience to share their daily life
and how they can make the daily life become extraordinary. In the end of the challenge,
they will be asked to challenge their friend to do the same challenge with the hashtag
#DoYourExtraordinary, ask for a vote, and tell their extraordinary adventure. In the end,
Pepsi will realize the extraordinary adventure that the winner already shares before.
Pepsi campaign will use some media as their digital vehicle to emphasize the digital
campaign. The media used are Banner Ad, Mobile Ad, YouTube Ad, Facebook Ad, Twitter
Ad, Instagram Ad, Twitter Ad, and influencer. The weighting of each media used is heavier
for social media such as Facebook, Twitter, and Instagram. The proportion is 20% of
Facebook Ads, 10% of Instagram Ads, and 5% of twitter Ad. The rest, banned ads and
YouTube ads will get 15% of the contribution, while 20% will be mobile ads. Additional 5%
will be distributed to influencer, and the rest 10% is for the engine and production.
EXPERIENTIAL MARKETING
Experiential marketing for Pepsi’s campaign will be the invitation to join digital activation.
There will be some booth spread at some public area, park, mall, college/universities, and
also office building. At the booth, there will be some showcase of some extraordinary story
of some real people, tips and trick to make real life become extraordinary, mini studio to
record the video, as well as the product showcase. This booth will be the guerilla, move from
one part to another part within 2 weeks. Also, this booth will be launching the second
month of the campaign since the purpose is to support digital activities.
19 | P a g e

21. OVERALL CAMPAIGN SCHEDULE
20 | P a g e

22. BUDGET
TV COMMERCIAL
To calculate the budget needed for TV, after finding the TV channel, the next step is to find
out the reach of each TV channel using Print Measurement Bureau data. After that, the
number of the target audience will be multiplied by price to reach Young Adult audience in
thousand by TVC that gather from WARC. Some assumption that used for TV budget
calculation are:
1. The number of the target audience that used is the target audience who watching
the channel 1-3 hour per week (PMB Data) because that hour is long enough for the
audience to watch a TV program include the commercials.
2. The number of target audience gathered in Print Measurement data are 18-24 and
25-35 to match with campaign target audience. This number will represent the TV
program that selected to air the TVC
3. One week needed to reach the target audience and the following week will reach
the same target audience. The price shown in WARC represent price for 1-week
period.
4. Each month consist of 4 weeks
5. Price shown in WARC is for 30” TVC, 60” price is 170% compare to price for 30”, and
price for 15” are 60% compare to price for 30”
(Vivid Data, 2016)
(WARC, 2016)
MAGAZINE
The print ad used is 1-page print ad. CARD data used to calculate the budget needed for the
magazine. After selecting the magazine, the next step is looking for the rate of 1-page print
ad. Price shown at CARD are the price for national reach. Since magazine will be focus on a
certain area, the price later multiplied by the ratio of coverage that also shown from CARD
data. These are the assumption that used for the calculation
1. For Chatelaine and MacLeans, the coverage ratio for Ontario and British Columbia
are 60% compared to National
2. For Chatelaine French Edition, the coverage ratio for Quebec is 100% since it
majority distributed in Quebec.
3. Even though MacLeans are a weekly magazine, the Print Ad insertion will be only at
the 1st week of the month.
21 | P a g e

23. (CARDonline, 2016)
(CARDonline, 2016)
OUT OF HOME
For this campaign, Billboard and Subway will be used for OOH to increase the reach and
awareness especially at the urban area such as Toronto, Vancouver, and Montreal. The
Billboard will be placed at the downtown that closes to office buildings and shopping malls.
The Subway only focus on the big cities. The price used for Billboard and Subway use the
references at BlogTo. These are some additional assumption made for the campaign:
Number of Billboard and Subway Ad used for each city based on the comparison number
of people lived in Toronto, Montreal, and Vancouver which is 50% of the OOH will be placed
in Toronto, 35% of the OOH will be placed in Montreal, and 15% of the OOH will be placed
in Vancouver
1. The price of OOH used in Toronto, Vancouver, and Montreal are the same.
2. The price is shown in the source, already include tax
3. For the 2 months consecutive placement, the production cost only for the first month
(Pattison, 2013)
DIGITAL
The budget for digital calculated based on the budget given. From there, the budget will be
divided by the cost per click to find out the reach of the ad. These are some additional
assumption made for the campaign:
1. The price for each media is the same
2. The cost for engine and design only paid in the first month
QTY Period Price Production 1st month price 2nd month price
Toronto 5 4 16,300 81,500 81,500
Vancouve 2 4 18,000 36,000 36,000
Quebec 1 4 13,000 13,000 13,000
Public Transport 500 4 94 17.81 55,905 47,000
Billboard
22 | P a g e

24. (WARC, 2016)
EVENT
This campaign will be supported by the event. The event itself will be a small booth that
guerilla across the urban area of Vancouver, Montreal, and Toronto to promote the digital
activation. Some assumption that made to calculate the budget are:
1. The budget already includes booth production, manpower, transportation,
merchandise, electricity, supply, and permit
2. The cost for each city is the same, also the cost for each spot also the same
3. The number of booths used for each city based on the comparison number of people
lived in Toronto, Montreal, and Vancouver which is 50% of the booth will be placed
in Toronto, 35% of the booth will be placed in Montreal, and 15% of the booth will
be placed in Vancouver
4. The number of both used for malls, office, and parks is 40% of the booth will be
placed in office, 20% of the booth will be placed in malls, 20% of the booth will be
placed in college/universities, and 10% of the booth will be placed in parks.
23 | P a g e

25. DETAIL BUDGETING
1st Month 2nd Month 3rd Month 4th Month 5th Month 6th Month
TVC ver 60 88,986$ 88,986$ 177,973$
TVC ver 30 52,345$ 52,345$ 104,690$
TVC ver 15 31,407$ 31,407$ 62,814$
TVC ver 60 65,283$ 65,283$ 130,567$
TVC ver 30 38,402$ 38,402$ 76,804$
TVC ver 15 23,041$ 23,041$ 46,082$
TVC ver 60 26,716$ 26,716$ 53,432$
TVC ver 30 15,715$ 15,715$ 31,431$
TVC ver 15 9,429$ 9,429$ 18,858$
TVC ver 60 47,406$ 47,406$ 94,812$
TVC ver 30 27,886$ 27,886$ 55,772$
TVC ver 15 16,731$ 16,731$ 33,463$
TVC ver 60 38,969$ 38,969$ 77,938$
TVC ver 30 22,923$ 22,923$ 45,846$
TVC ver 15 13,754$ 13,754$ 27,508$
TVC ver 60 106,462$ 106,462$ 212,924$
TVC ver 30 62,625$ 62,625$ 125,250$
TVC ver 15 37,575$ 37,575$ 75,150$
TVC ver 60 56,847$ 56,847$ 113,694$
TVC ver 30 33,439$ 33,439$ 66,879$
TVC ver 15 20,064$ 20,064$ 40,127$
TVC ver 60 83,563$ 83,563$ 167,126$
TVC ver 30 49,155$ 49,155$ 98,309$
TVC ver 15 29,493$ 29,493$ 58,985$
TVC ver 60 82,759$ 82,759$ 165,519$
TVC ver 30 48,682$ 48,682$ 97,364$
TVC ver 15 29,209$ 29,209$ 58,418$
TVC ver 60 39,572$ 39,572$ 79,144$
TVC ver 30 23,278$ 23,278$ 46,555$
TVC ver 15 13,967$ 13,967$ 27,933$
TVC ver 60 40,978$ 40,978$ 81,956$
TVC ver 30 24,105$ 24,105$ 48,209$
TVC ver 15 14,463$ 14,463$ 28,926$
TVC ver 60 28,243$ 28,243$ 56,485$
TVC ver 30 16,613$ 16,613$ 33,227$
TVC ver 15 9,968$ 9,968$ 19,936$
705,784$ 415,167$ 249,100$ 705,784$ 415,167$ 249,100$ 2,740,102$
30,297$ 30,297$ 30,297$ 30,297$ 121,187$
18,190$ 18,190$ 18,190$ 18,190$ 72,760$
24,306$ 24,306$ 24,306$ 24,306$ 97,224$
72,793$ 72,793$ -$ 72,793$ 72,793$ -$ 291,171$
130,500$ 130,500$ 130,500$ 130,500$ 522,000$
55,905$ 47,000$ 55,905$ 47,000$ 205,810$
186,405$ 177,500$ -$ 186,405$ 177,500$ -$ 727,810$
18,750$ 18,750$ 18,750$ 18,750$ 18,750$ 18,750$ 112,500$
25,000$ 25,000$ 25,000$ 25,000$ 25,000$ 25,000$ 150,000$
18,750$ 18,750$ 18,750$ 18,750$ 18,750$ 18,750$ 112,500$
25,000$ 25,000$ 25,000$ 25,000$ 25,000$ 25,000$ 150,000$
12,500$ 12,500$ 12,500$ 12,500$ 12,500$ 12,500$ 75,000$
6,250$ 6,250$ 6,250$ 6,250$ 6,250$ 6,250$ 37,500$
6,250$ 6,250$ 6,250$ 6,250$ 6,250$ 6,250$ 37,500$
37,500$ 37,500$ 75,000$
150,000$ 112,500$ 112,500$ 150,000$ 112,500$ 112,500$ 750,000$
146,077$ 113,400$ 118,040$ 113,400$
1,114,982$ 924,037$ 475,000$ 1,114,982$ 896,000$ 475,000$ 5,000,000$
Total
Food
Network
Media
Chateline
Chateline French Ed
Budget
Total TV Spot
Addik
GRAND TOTAL
OOH
Digital
Showcase
Canal D
Print
Reseau
Des Sports
Engine
Instagram Ads
Event
Total Digital
Total OOH
Print Total
MacLeans
Billboard
Comedy
HG TV
Twitter Ads
Influencer
TV
TSN
Sportsnet
National
Space
W
Network
CP 24
Ontario
Subway
Banner Ads
Mobile Ads
Youtube Ads
Facebook Ads
24 | P a g e

26. CONCLUSION
Pepsi, according to us, has to some extent lost its direction and lost track of what it stood for.
Even though it's taste is better than that of Coca Cola. (PepsiCo Inc., 2005) Coke seems to be
surpassing Pepsi in market share terms. The only instance when Pepsi had truly beaten Coke
was in 1970s when a campaign that was true to the essence of the brand. It conveyed the
message of it being superior in taste and a brand that is fun, energetic, sporty all those factors
that are relatable to the young adults audience.
With our suggested campaign we would like to bring back what Pepsi stood for. We are
emphasizing on reality and Pepsi is the catalyst for this type of thinking. In order to spread
awareness to majority of the urban users we have carefully selected media tools that
specifically appeal to them, distributing our budget in turns of popularity i.e. Having the
highest percentage of our budget allocated to TV followed by digital mediums.
In each specific media communication we have recommended spots in channels that our
target audience spend most time watching such as sports, movie channels, news etc. We
have taken a mix of English and French channels, focusing more on English (in our TV media
mix only) so as to have a greater impact on the Toronto and surrounding regains as a first
step and based on the campaigns success we will initiate the second phase the year after
concentrating more on the French language and less on English.
With the proposed media and communications strategy we wish to reach at least 65% or
more of our target audience converting a minimum of 30% of them to Pepsi users stealing
market share away from Coca Cola.
25 | P a g e

27. REFERENCES
CARDonline. (2016). Chatelaine. Retrieved from CARDonline:
http://www.cardonline.ca.ezproxy.humber.ca/listings/14241.jsf
CARDonline. (2016). MacLeans. Retrieved from CARDonline:
http://www.cardonline.ca.ezproxy.humber.ca/listings/13819.jsf
Lee, E. Y. (2015, June 2). 2014/2015 Canadian Television Report Card: Canada’s Most-
Watched Specialty Channels. Retrieved from Bell Media:
http://www.bellmedia.ca/pr/press/20142015-canadian-television-report-card-canadas-
watched-specialty-channels/
Market Line. (2015). Company Profile PepsiCo, Inc. Market Line.
Mlodinow, L. (2012, May 9). Subliminal. Retrieved from Psychology Today:
https://www.psychologytoday.com/blog/subliminal/201205/why-people-choose-coke-
over-pepsi
Pattison. (2013). Large Format Rates.
PepsiCo Inc. (2005). The Pepsi Cola Story.
Tuckwell, K. J. (2013). Integrated Marketing Communications (4th Edition ed.). Pearson
Education.
Vivid Data. (2016, July 13). Specific English TV Channel. Retrieved from Print MEasurement
Bureau: https://www.kmrsoftware.net/netquestapp/pmbquickreports/default.aspx
WARC. (2016). AdSpend Data Base. Retrieved from WARC:
http://www.warc.com.ezproxy.humber.ca/Pages/ForecastsAndData/GMCC/TableBuilder.
aspx
26 | P a g e