Mountain Dew: Selecting New Creative Essay

push-down list Dew Selecting mod fictiveStanding at the front of a PepsiCo conference room, wit Bruce gestured enthusiasti strainy, pointing to the sketches at his side. Bruce, a copywriter and Executive Creative Director, headed up the fanciful aggroup on the fix Dew account for PepsiCos publicise agency, BBDO unused York. In fact, it was Bruce who devised the famous Do the Dew campaign that had catapulted kitty Dew to the subjugate ternary position in its category.With his partner, art director Doris Cassar, Bruce had developed ten unseasoned creative concepts for Mountain Dews 2000 advertising to present to PepsiCo management. Gathered in the room to obtain Bruce and Cassar were BBDO senior executives Jeff Mordos (Chief Operating Officer), Cathy Israelevitz (Senior Account Director), and Ted Sann (Chief Creative Officer). Each of the three executives had over a decade of stimulate playing on Mountain Dew. Representing PepsiCo were Scott M stumbleitt (Marketing Dir ector, Mountain Dew), Dawn Hudson (Chief Marketing Officer, and a former senior ad agency executive), and Gary Rodkin (Chief Executive Officer, Pepsi Cola North America).Scott Moffitt scribbled nones as he listened to Bruce speak. Moffitt and the cross out managers under him were charged with day-to-day oversight of Mountain Dew grocery storeing. These responsibilities included brand strategy, consumer and gross sales promotions, packaging, frontier extensions, product changes, and sponsorships. But for Moffitt and the senior managers above him, the approximately important decisions of the course were made in conference rooms with BBDO creatives. Each of the ads would cost over a genius million million million dollars to produce. But the production costs were minor compared to the $55 million media bud shorten that would be committed to air these descry. Historic all in ally, PepsiCo management had learned that selecting the right creative was one of the nearly critica l decisions they made in terms of impaction on sales and profits.Mountain Dew had carried PepsiCos soft make happy revenues during the 1990s as cola brands struggled. But now the Do the Dew campaign was entering its eighth twelvemonth, a long stretch by any consumer goods baseline. Many other brands were now sponsoring the same alternative sports that Mountain Dew had relied upon to pull ahead its image. And teens were gravitating to new activities and new unison that Dews competitors had successfully exploited in their branding activities. Figuring out how to detect the campaign working hard to maintain the brands relevancy with its tar bring out consumers had become a chief preoccupation of senior management at both PepsiCo and BBDO. At the same time, key competitors were raising their ad bud cops as competition in both the Carbonated Soft Drink (CSD) and non-carbonated sucks categories was h consume up, sending Dew sales below targets. Choosing the right ads to maximize th e impact of Mountain Dews relatively small media budget was a make-or-break decision.________________________________________________________________________________________________________________ Professor Douglas B. Holt prepared this case. HBS cases are developed solely as the basis for class discussion. Cases are not intend to serve as endorsements, sources of primary data, or illustrations of effective or ineffective management. Copyright 2001 President and Fellows of Harvard College. To order copies or request permission to reproduce materials, call 1-800-545-7685, write Harvard employment School Publishing, Boston, MA 02163, or go to http//www.hbsp.harvard.edu. No part of this publication may be reproduced, stored in a retrieval system, use in a spreadsheet, or transmitted in any form or by any meanselectronic, mechanical, photocopying, recording, or otherwisewithout the permission of Harvard Business School.502-040Mountain Dew Selecting New CreativePepsiCo and BBDOPepsiCo was widely considered to be one of the approximately sophisticated and rough marketing companies in the world. In North America, the companyhad three divisions, each with categoryleading brands. Pepsi and Mountain Dew were the number twain and three soft deglutitions. Frito-Lay dominated the salty-snack category with Ruffles, Lays, Doritos, and Cheetos. And the company had recently acquired Tropi outhousea, the leading juice brand. In 2000, PepsiCo had acquired the SoBe line of teas and functional drinks from South Beach B invariablyages, which it operated as a stand-alone subsidiary.BBDO was one of the ten largest ad agencies in the world, with worldwide billings of about $15 Billion. Of the largest full-service agencies, BBDO was peculiarly renowned for the quality of their creative work. The roster of the New York office, BBDO New York, included many high-powered clients such as General Electric, Visa, M&M/Mars, Charles Schwab, and FedEx. Their top 10 accounts had been BBD O clients for an average of 32 years. BBDOs relationship with PepsiCo dated to breakthrough and through campaigns for Pepsi in the sixties. BBDO took over Mountain Dew from Ogilvy & Mather in 1974 and had held the account ever since. In 1998, PepsiCo hired Uniworld, the largest Afro-American owned ad agency in the United States, to develop a separate Mountain Dew campaign targeted to African-Americans.The Carbonated Soft Drinks CategorySimilar to to the highest degree other countries, in the United States soft drink consumption was ubiquitous. And, until recently, soft drinks had meant cola. The retail carbonated soft drinks (CSD) category had long been dominated by the two cola giants, snow and Pepsi. In the so-called cola wars of the 1960s and 70s, Pepsi directly attacked Coke with taste tests and with advertising designed to make Pepsi the hipper and more stylish weft of the new generation, implying that Coke was a drink for older and little with it muckle. The soft dri nk category, and colas in particular, boomed passim the 1970s and eighties as people substituted away from coffee to soft drinks as a source of caffein. The industry also consolidated as once-important brands (RC Cola, Orange Crush, A&W Root Beer) weakened into the background. By the 1990s, three companies controlled all of the study(ip) issue brands The Coca-Cola Company (Coke, dieting Coke, Sprite), PepsiCo (Pepsi, Diet Pepsi, Mountain Dew), and Cadbury-Schweppes (Dr. Pepper and 7-UP).CSDs were a promotion intensive category. In most grocery stores, Coke and Pepsi controlled a great deal of shelf space and displays. They had so much clout that their bottlers were able to choose how to stock the shelves and what to display. Impulse leverage displays had become an important source of incremental volume. A substantial and increasing share of volume came from convenience stores, where most pur give chases were of wiz servings purchased for immediate consumption. The major brands ran seasonal worker promotions, such as under the cap games in which every tenth bottle had a sinless bottle give-away written under the cap. More young brand managers spent considerable time developing and implementing these promotions. reaping, promotion, packaging, and pricing innovations were constant though usually incremental, quickly diffusing throughout the category. In the last decade, one of the major innovations in the category had been the 20-ounce single serve bottle, usually priced at $.99 and sold as an impulse purchase. The margins on this bottle were higher than the twelve-packs or 2-liter bottles. Also, all of the large brands introduced 24-pack cases sold to heavy users. Brand managers worked to keep package design modern. For example, at PepsiCo, both Pepsi and Mountain Dew had substantial make-overs in the 1990s resulting in richer and more vibrant colors and 2Mountain Dew Selecting New Creative502-040simplified graphics. Other brands, including 7-UP and Spr ite also executed similar packaging redesigns. For most of the ordinal century, PepsiCo and The Coca-Cola Company competed fiercely, each responding in tit-for-tat fashion to the others successes. Pepsi rolled out lemon-lime Slice in the 1980s to compete against Sprite, in force(p) now soon withdrew support for that brand. Recently it was rumored that the company was plotting yet another new lemon-lime introduction. In the 1970s, Coca-Cola introduced Mr. Pibb to attack Dr. Pepper and Mello-Yello as a me-too competitor against Mountain Dew. With Mountain Dews subject field success in the 1990s, Coca-Cola launched a second frontal assault, introducing another copy-cat brand called scend.Inaddition, both companies had launched other new products without much success Coke had flopped with OK Cola (the cynical retro cola), and Fruitopia (the neo-hippie fruit swallow). PepsiCo had similar problems with the introduction of Crystal Pepsi (the clear crisp cola), though was able to esta blish Pepsi One as a niche brand. In the 1990s, cola growth slowed and the flavor CSDs did very well. Sprite, Mountain Dew, and Dr. Pepper all enjoyed great success, although 7-UP continued to struggle (See picture 1). In 1999, however, all CSD sales suffered as a result of customers sticker shock to a category-wide 5% retail price increase, and also a trend toward experimentation with noneffervescent drinks and bottled water as substitutes for soft drinks. Sports drinks were led by Gatorade, tea and juice blends by Snapple, Arizona, and SoBe, and the highly caffeinated energy drinks by Red Bull.These drinks, sometimes termed functional or alternative, often included a stimulant (caffeine or similar substance) and plant extracts re ordained to have medicinal look on (ginko, guarana, St. Johns Wort, ginseng). Many of these drinks were launched by small companies with grass-roots marketing efforts focus on medication and sports sponsorships, on-site promotions, and non-traditiona l distri stillion (e.g., sandwich shops for Snapple, record stores for Red Bull). Industry rumors were circulating that CocaCola, Anheuser-Busch, PepsiCo, and Cadbury-Schweppes were working aggressively to develop functional drinks to tap into this maturement segment.Advertising and BrandingOver many decades, Coca-Cola had become Americas drink (and later the preferred drink in many countries around the world) through advertising that hireed that Coke served as a social elixir. Coke promoted the idea that the drink brought people together in friendship around ideas that people in the nation cared about. From 1995 onward, Coke had struggled as it experimented with a variety of new branding ideas. Pepsi rose to the rank of Cokes loyal opposition in the 1960s with the successful The Pepsi Generation ad campaign, in which the brand harnessed the ideas and passions of the 1960s counterculture. More recently, Pepsi utilise celebritiesparticularly medicationians such as Michael Jackson , Madonna, Faith Hill, Ricky Martin, and Mary J. Bligeto convey the idea that Pepsi was an expression of youth attitudes. Nonetheless, the Pepsi brand also hadstruggled to maintain sales in the 1990s.7-UP was successful in the 1970s branding against the colas as the uncola in ads that used a charismatic Jamaican proletarian to describe the purity and naturalness of 7-UP in a tropical hard-boiledting. Similarly, the afters cherry-cola concoction Dr Pepper challenged the audience to be a Pepper with well- have dance numbers that encouraged consumers to do their own thing rather than follow the masses in drinking cola. From the late 1980s onward, 7-UP faded as the brand was used as a cash cow with ever-shrinking media investments. Meanwhile, Mountain Dew rose from its regional circumstance to become a major flavor brand. The three major flavor brands dominated different geographic areas Dr Pepper dominated Texas and the rest of the deep South, Mountain Dew dominated rural areas, pa rticularly in the Midwest and Southeast, and Sprite dominated urban-ethnic areas. 3502-040Mountain Dew Selecting New CreativeCategory advertising spending exceeded $650 Million (See picture 2). PepsiCo spent intimately less as a percentage of sales than its competitors. Instead, the company relied on exceptional creative to make the advertising work harder for less cost. PepsiCo viewed the creative outgrowth process as a key organizational competency, a strategic weapon that was central to their financial success.Mountain Dew Brand HistoryMountain Dew was invented by the Hartman Beverage Company in Knoxville, Tennessee in the late 1940s. The bright yellow-green drink in the green bottle packed a powerful citrous fruit flavor, more sugar and more caffeine than other soft drinks, and less carbonation so that it could be drunk quickly. The drink became a favorite on the east seaboard, through Kentucky, Tennessee, and eventually spread up through the Great Lakes states (skirting the big cities) and into the Northern Plains of Minnesota and the Dakotas. PepsiCo, amazed by Dews success in what brand managers would come to callthe NASCAR belt (the stock car racing circuit that drew rural men as its primary audience), and in need of a flavor soft-drink to round out its line-up, purchased Mountain Dew in 1964.PepsiCo originally assigned Mountain Dew to the Ogilvy & Mather ad agency. The strategy for the new brand extrapolated from Dews origins and existing packaging. The beverages heartpumping caffeine and sugar rush were linked to its backwoods heritage to produce the idea of a comic hillbilly character named Willie who drank Mountain Dew to get high on the soft drink equivalent of moonshine liquor. The tagline, Yahoo Mountain Dew was accompanied by Thars a bang in ever bottle.In 1973 PepsiCo assigned the brand to BBDO, its agency of record for Pepsi. For two decades client and agency worked to expand the brands reach from Americas hinterlands into the suburbs and cities of the major metropolitan areas. The major campaign of the 1970sHello Sunshine sought to tie Mountain Dews distinctive product characteristics to a set of back democracy unskilled images. The yellow-green product and strong citrus flavor are represented over and over by the gleaming sun sparkling in fine natural settings. The product name is represented in virtually every ad by mountains, dew drops reflecting in the sun, and condensed drops on cans to represent dew. The energizing effects of the caffeine and sugar are toned down and now are a refreshing part of an active outdoor lifestyle. Often the ads have casual coed acrobatic activities that always ended in a plunge into a rural pond or creek.This campaign pulled the Mountain Dew brand into more contemporary terrain, exclusively it was still too rural to get much traction in the suburbs. So in the 1980s, PepsiCo directly targeted suburban teenagers with a new campaign called demesne Cool. The creative idea was to mar ry the popular athletic endeavors of suburban kids (cool) with Mountain Dews active rural lifestyle (country), all punctuated by the refreshing Dew plunge. Ads skylarkd anthropoid teens performing on skateboards, mountain bikes, and BMX bikes. A new tune was crafted for the occasion Being cool youll find is a state of mind. Your refreshing attitude. Things get hot. Cool is all you got. Dewin itcountry cool. So chill on out when the heat comes on. With a cool, smooth Mountain Dew. Dewin it Country Cool. Mountain Dew. Dewin it Country Cool.BBDO jettisoned the country component of the campaign in 1991 to build an entire campaign around athletic stunts. This advertising departed dramatically from anything that BBDO had produced in the previous sixteen years. The fill ins featured dared fell maneuvers of sports wish well windsurfing, rollerblading, motocross cycling, and paragliding. The closely-framed shots, which put4Mountain Dew Selecting New Creative502-040the viewer in the middl e of the action, also suggested excitement and energy. The spots were set to aggressive rock music rather than studio jingles. In 1992, a new song called Get Vertical is introduced with the lyrics Aint no doubt about the power of dew, got the airborne thrust of rocket fuel.Cultural TrendsPepsiCo and BBDO managers paid close direction to cultural trends. They were particularly focused on track music and sports trends since these activities were so central to youth culture. Music. Three musical trends dominated the airwaves in the 1990s. Rap music exploded to become the most popular genre in the country. At first, gangsta rap, which flaunted misogynistic and violent lyrics, was said to represent the reality of life in the hood (the American ghetto). From 1992 onward, gangsta rap broke out with a lighter effective and slightly less aggressive lyrics, sometimes called gangsta-lite, that made the music much more accessible while maintaining the forbidding connotations. By 1993, media coverage of the travails of celebrity rappers equivalent Snoop Doggy Dog and Tupac Shakur ruled not only the music magazines but People and Newsweek. Rap music, and the hip-hop lifestyle of which it was a part, permeated teen life. MTVs program Yo MTV Raps and specialtymagazines like The Source and Vibe became mainstream cultural venues. By 1999, rap remained very popular amongst mannish teens, especially in urban areas, though its Top 40 call down had subsided somewhat.At roughly the same time, the alternative rock music persuasion, which throughout the 1980s existed as a small subcultural scene found mostly on college campuses, also exploded. Two Seattle bandsNirvana and Pearl Jamput CDs at the top of the charts with aggressive and emotive music that unite equal parts punk and heavy metal. The media tagged this music grunge and anointed Seattle as grunge headquarters. Grunge was marketed heavily by the culture industries music labels put out dozens of grunge bands, films that displayed the grunge attitude appeared, and fashion runways and J.C. Pennys stores were clogged with flannel shirts and clothes that had the look of the vintage Salvation array gear that was the uniform of the grunge scene. Grunge faded in its influence in part due to the death of its most talented lead actor when Nirvanas Kurt Cobain committed suicide in 1995.Later in 1990s, techno music began making significant inroads into American youth culture. Invented in the 1980s as house music in low-budget studios of Chicago and Detroit, this beatdriven dance music became the lifeblood of dance parties called raves in places like London and the Spanish island of Ibiza. Raves quickly spread throughout continental Europe and beyond. Raves were all-night dancing marathons often set up in warehouses, exotic outdoor locales, and other improvised spaces. Raves attracted young people, mostly teens, who danced for hours at a time, not in pairs, but in free-form groups. The highly rhythmic music a nd long-winded dancing combined to produce for some fans an ecstatic trance-like state. The music was produced closely entirely by disk jockeys sampling records with tape loops and other electronic tricks. Many sub-genres have since emerged that mix-and-match musical styles from around the world. Part of the scene was a drug called ecstasy, a drug that induces promiscuous affection, sensory overload, and euphoria. And, to keep the energy flowing all night, the dancers demanded energizing drinks. In particular, an enterprising Austrian company marketed Red Bull, a drink that was once an Asian hangover cure, as a rave stimulant. Either straight or mixed with vodka, Red Bull became the rave drink ofchoice. Raves diffused rather late to the United States, but proved to be most popular in the major metropolitan areas.5502-040Mountain Dew Selecting New CreativeSports. The so-called alternative sports took off in the early 1990s. Teen enthusiasts transformed casual hobby activitiesmounta in biking, skateboarding, paragliding, BMX biking, and in-line skatinginto highly technical, creative, and often insidious sports. Snowboarding became an overnight hit with teens. Bungee jump was a fad that disappeared quickly. As these sports became increasingly risky and creative, they began to attract spectators. So-called extreme sports skiing down extremely steep terrain or jumping off tall buildings with a parachutewere covered by ESPN. ESPN also aggressively promoted circuits and tournaments to professionalize these new sports, which culminated in the utmost(prenominal) Games in 1994, a non-traditional Olympics of sorts. Mountain Dew was one of the founding lead sponsors of the Extreme Games, which later became the X Games. Later, NBC followed with the Gravity Games, and MTV also began to cover these sports. Grunge music, more aggressive styles of rap, and various hybrids were prominent aural expressions of these sports.GenX Ethos. During the 1990s, teens and young adults evinced a growing cynicism toward the dominant work-oriented values of the previous generation and toward corporations more generally. They found that working hard to get ahead in terms of salary and occupational prestige was harder to swallow in an era of corporate reengineering. Their cynicism also extended to corporations themselves and their marketing efforts. As this cohort became increasingly knowl go onable about how marketing worked and increasingly jaded about why brands were popular, they were not avocationed in listening to sales messages that tried to stockpile them into believing a particular brand of soft drink or beer was cool. Instead, these youth adopted a campyinterest in non-trendy products, television programs, and music of previous eras. As these odd new tastes became commercialized in programming like Nickelodeon cable channels Nick at Nite serialwhich featured less-than-notable programming from the 1950s-1970s retro was born.The Do the Dew CampaignIn 1992, senior management at PepsiCo sensed an opportunity to increase business on Diet Mountain Dew. Diet Mountain Dews distribution was limited mostly to the rural regions where the brand was strongest, even though regular Dew was now a national brand. Diet Mountain Dew performed very well on product tests versus other diet drinks in the category because the heavy citrus flavor did a separate job of masking the undesirable taste of the artificial sweetener. So PepsiCo allocated money for incremental advertising to support an effort to expand Diet Mountain Dew distribution. Bill Bruce, then a junior copywriter working on several(prenominal) brands, was assigned to the project. The strategy statements that guided the initial creative idea and subsequent spots in the campaign are reported in Exhibit 3. Bruce came up with the Do Diet Dew tag line (which soon evolved into Do the Dew to support the entire brand) and several new ideas to embellish what BBDO had begun with the Get Vertical camp aign.The first breakthrough ad of the new campaign, Done That, features a hair-raising shot of a guy jumping off the brink of a cliff to take a free-fall toward the narrow canyons river bottom, set to throbbing grunge music. This was the first ad to feature the Dew Dudesfour young guys who are witnessing the daredevil stunts presented in the ad and commenting on them. Done That became a huge hit, capturing the countrys imagination. The ad was widely parodied and the say been there, done that entered the vernacular. For 1994 and 1995, BBDO produced three carbon-copy pool-outs1 of Done That. By 1995, after two years of these ads, consumer interest in the creative was1 The noun pool-out is derived from a verb that is particular to the advertising business to pool out. The idea is to developa pool of ads that are all closely related derivations from the same creative idea. Some advertisers feel that pools hold open a6Mountain Dew Selecting New Creative502-040fading fast. According to Jeff Mordos, if the creative hadnt moved to another idea that year, consumers flagging interest and the potential of a revolt by PepsiCo bottlers likely would have forced PepsiCo to develop an entirely new campaign.For 1995, three of four spots produced relied upon different creative ideas. One of these spots, Mel Torme, became the second hit of the campaign. The spot was a parody featuring the aging Vegas lounge singer Mel Torme, tuxedo-clad atop a Vegas hotel crooning I Get a Kick out of You, with lyrics altered to incorporate Mountain Dew references. He impresses the Dew Dudes with a base jump of his own. Similar ads followed. In 007, a teenage James adhesiveness engages in a frantic pursuit scene with typical Bond stunts, accompanied by the familiar Bond theme music. The Dew Dudes are not move until Bond comes upon a Mountain Dew vending machine. In Training, brash lawn tennis wizard Andre Agassi performs extreme stunts as training exercises, and then plays an extreme game of tennis with the Dew Dudes as his coaches.In 1997, BBDO came up with two breakthrough spots. The director of Nirvanas classic music video Smells Like Teen Spirit was hired to direct thank Heaven, which mimics a music video. The spot stars the lead singer of an alternative rock band called Ruby. She sings a punked-up version of the classic song Thank Heaven for Little Girls, in which the grunge style suggests the little girls of old have been replaced by the feminine brand of aggressiveness presented in the ad. Jackie Chan deploys the Hong Kong movie stars patented martial arts with humorous stunts into the campaignsjaded, seen it already motif. The ad begins in the midst of what seems like a classic chase scene from a Chan film with lots of harrowing action. When Chan faces down his enemy, the Dew Dudes magically appear as Confucian wisemen who assist Chan with cans of Mountain Dew. Other ads produced were significantly less effective. Scream, a high-speed amalgam of extreme spor ts shots that are organized to answer the lead-in questionWhat is a Mountain Dew?did not fare well. And Michael Johnson, a spot developed to broaden Dews appeal in the African-American community, did not meet the companys expectations.By 1998, PepsiCo managers worried that the advertising was becoming too predictable. In particular, they were concerned that the use of alternative sports was becoming less impactful due to oversaturation. Many other brands, including companies like Bagel Bites, AT&T, Gillette Extreme Deodorant, and Slim Jims sound off jerky snacks, were now major sponsors of alternative sports. To keep the campaign fresh, they needed to find alternative ways to express Mountain Dews distinctive features. park Attendant, produced in 1999, was a solid effort at advancing toward an alternative expression. The spot features a parking attendant who takes liberties when parking a BMW handed off by a stuffy businessman. The kid drives as if in a police chase, flying from on e building to another, accompanied by a frenetic surf instrumental that had been featured in Quentin Tarantinos Pulp Fiction a few years prior.Mountain Dew Market ResearchMountain Dews distinctive demographic profile reflected the brands historic popularity in the NASCAR belt (see the Brand Development Index Map in Exhibit 4 and lifestyle analysis in Exhibit 5a). And Mountain Dew had much lower penetration of the total population than its major competitors. But its consumers were the most loyal in the category. Mountain Dew had the highest gatekeeping rating of all CSDsit was the drink that mothers tried the hardest to keep out of themore consistent campaign while others feel that the ads become too conventional when they are so similar. Regardless, there is a great temptation when an ad breaks through and becomes a hit to develop pool-outs to extend thepopularity.7502-040Mountain Dew Selecting New Creativestomachs of their children. Periodically, the PepsiCo look department fiel ded a major study to assess the health of the brand, and to direct any fine-tuning. A 1997 brand fitness study profiled the status of the Dew brand versus its major competitors (Exhibits 6a-d). PepsiCo monitored both the effectiveness of individual ads, as well as the cumulative impact of advertising on the overall health of the Mountain Dew brand. The contribution made by a single ad toward building brand equity was notoriously challenging to measure. Both quantitative and qualitative research provided data from which managers make useful inferences. But Pepsi managers had yet to find a research method that was accurate bounteous to rely upon to provide definitive judgments on ad effectiveness. PepsiCo routinely gathered a wide variety of data that hinted at an ads impact.In addition to formal research, managers monitored talk value or buzzthe extent to which the ad has been picked up by the mass media. In particular, The Tonight Show and David Letterman were useful barometers. Fe edback from the Mountain Dew website, unofficial websites, and the brands 800 number were important gauges as well. In addition, PepsiCo carefully monitored how the salesforce and bottlers responded to the ads, since they were getting direct feedback from their customers. PepsiCo managers used all these data as filters. But, ultimately, the evaluation of advertising rested on managerial judgement. Based on their past date with the brand and with advertising across many brands, managers made a reasoned evaluation.However, PepsiCo managers did rely on market research to assess the cumulative impact of advertising on the brand. Because many other factorsespecially pricing and retail display activityhad an immediate short impact on sales, it was often difficult to draw causal relationships between advertising and sales. But advertising campaigns dodirectly impact how the brand is perceived. And these perceptions, in turn, drive sales. So PepsiCo had assembled a set of what they termed key performance indicators (KPIs), intermediate measures that were directly impacted by advertising and that had been proven to significantly impact sales. Managers bring in KPIs, also referred to as brand health measures, both for teens and for 20-39 year olds. But managers were particularly concerned with brand health amongst teens because at this age soft drink consumers often moved from experimenting with a variety of drinks to becoming loyal lifetime drinkers of a single soda.The latest study, conducted in the spring of 1999, reported Mountain Dews teen KPIs. Dew improved 6 points on Dew Tastes Better (to 48% versus a year ago). Unaided brand awareness had dropped 5 points (to 39%). For someone like me had increased 5 points (to 53%). And Dew Drinkers are Cool increased 5 points (to 64%).2000 PlanningIn 1999, Mountain Dew became the third largest carbonated soft drink at retail, overtaking Diet Coke. However, part of this success in gaining share had to do with the sustained w eakness of Pepsi and Coke. In 1999, the problems that the colas were facing seemed to be spreading to Mountain Dew, Sprite, and Dr. Pepper. All of the leading CSDs began to show real weakness as alternative non-carbonated drinks began to attract a great deal of ravel, especially amongst teens. While Mountain Dew sales began to lag, all of the brand health indicators remained strong. And the advertising continued to significantly outperform competition. In planning for 2000, Moffitt and his senior management were particularly concerned with two dilemmasHow to keep the Do the Dew campaign working hard to build the brand given that extreme sports were becoming overexposedHow to respond to the growing threat of non-CSDs, especially Gatorade and the new highlycaffeinated and sweetened energy drinks like Red BullMountain Dew Selecting New Creative502-040A detailed strategy statement was developed by Moffitts team at Pepsi-Cola North America, in conjunction with the account team at BBDO New York led by Cathy Israelevitz. This strategy was boiled down to a single sentence to focus the development of new creative Symbolize that drinking Mountain Dew is an exhilarating experience. This document was used to brief Bruce and his creative team (Exhibit 7).Exhibit 7Mountain Dew FY 2000 Brand communications StrategyObjective Expand appeal of Mountain Dew to new users while reinforcing it among current users Positioning To 18 year old males, who embrace excitement, adventure and fun, Mountain Dew is the great tasting carbonated soft drink that exhilarates like no other because it is energizing, thirstquenching, and has a one-of-a-kind citrus flavor. Communication Strategy Symbolize that drinking Mountain Dew is an exhilarating experience. Target Male Teens18 year-old epicenterEnsure appeal amongst 20-39 year olds (current users)Drive universal appeal (white, African-American, Hispanic, and other ethnic)Product BenefitsEnergizingEmotional BenefitsExhilarationPersonalityIrrev erentQuenchingExcitementDaringGreat TasteFunSource PepsiCo exceedingly pealingIn addition to these strategic issues, Moffitt had to consider carefully where these ads would be broadcast. Mountain Dews national media plan focused on a young audience. Typical buys would include MTV, The Simpsons, and ESPN during alternative sports broadcasts. However, with its long run of sales increases in the 1990s, Mountain Dew was becoming less of a niche brand. Partly in lore of this expanding customer base and partly to celebrate within the company Dews arrival as the third most popular CSD, top management firm to feature Mountain Dew rather than Pepsi during the exceedingly Bowl.The passing Bowl had for decades been a hugely influential event for advertisers. The game drew the biggest audience of the year and the ads received an amazing amount of attention. In recent years, the frenzy around the advertising had grown disproportionately to the game itself. The media paid almost as much att ention to the ads shown as to the teams and players.The networks interviewed the advertisers and the stars of the ads, and even replayed the ads on their programs. So a Super Bowl ad now had a huge ripple effect in free public relations. In addition, the Super Bowl was an extremely important contest for advertisers and especially for ad agencies. To win the9502-040Mountain Dew Selecting New CreativeSuper Bowl (to be voted the top ad in the regular army Today Ad Meter poll reported in the newspaper the following day) was a prestigious honor within the industry. Finally, Super Bowl ads provided a powerful sales tool to motivate retailers and distributors. PepsiCo and other grocery products advertisers used their annual Super Bowl advertising to sell in retail displays. Super Bowl advertising, as a result, had become a distinctive genre within advertising. The demographically respective(a) audience demanded advertising with hooks that were easily understood. Insider humor did not wor k. While MTV ads could talk in a colloquial language to teens, Super Bowl ads could not afford this luxury. Second, the heated competition to win the affection of the audience had led to big productions that would stand out against an ever-more impressive set of competitors.The New CreativeBruce and Cassar had just finished presenting ten new ad concepts for PepsiCo to evaluate. For each concept, PepsiCo managers were given a storyboarda script and a set of rough pencil sketches that depicted the most important scenes. Bruce and Cassar talked through each storyboard to help the client imagine how the ad would look if it were produced. The storyboard served as the skeletal outline of the ad. The creatives put flesh on these finger cymbals by describing in detail the characters, the action, how the scene is depicted, and the music. Of the ten new concepts, Moffitt and his senior managers hoped to select three ads to produce.The two best ads would run on theSuper Bowl and then all thre e ads would be broadcast throughout 2000. It was already October, so there was barely enough time to produce the ads presented to get them on the Super Bowl. Asking Bruce to try again was not an option. The ten initial concepts were quickly whittled down to five finalists. 1) Labor of Love. A humorous spot about the birth of a Dew drinker. The doctor in the delivery room calls out code green and retreats to catch with a baseball mitt the baby as it shoots out of its mother like a cannon.2) Cheetah. One of the Dew Dudes chases down a cheetah on a mountain bike. The cheetah, running on the African plain, has stolen his Dew and he wants it back. He tackles the cat, pulls the can out of the cats stomach, but finds that its empty and full of holes. 3) Dew or Die. The Dew Dudes are called in to foil the plot of an evil villain who is threatening to blow up the planet. Performing daredevil maneuvers down a mountain, they get sidetracked in a ski lodge with some girls, but accidentally save the world anyway, powered by a spilt can of Dew.4) Mock Opera. A parody of the Queen song Bohemian Rhapsody sung by the Dew Dudes who mock the cover of the original Queen album. The ad portrays the story of the altered lyrics alternative sports action in which the athletes just miss cans of Dew as they shoot by. 5) Showstopper. A take-off on an extravagantly choreographed production number that mimics a Buzby Berkeley musical/dance film from the 1930s. The dancers are silver-clad BMX riders and skateboarders who perform for the Dew Dudes posing as directors. PepsiCo viewed the evaluation of new creative as the most challenging aspect of brand management.Unlike decisions on new product ideas, consumer promotions, or product improvements, there was no market research or marketplace data to guide the decision. Junior managers typically did not sit in the agency presentations as they were not yet seasoned enough to judge creative work. PepsiCo believed that managers first had to gain k nowledge of how advertising 10Mountain Dew Selecting New Creative502-040worked to build brands through years of seasoning and tutorials on several of the companys brands. So Scott Moffitt was the most junior person in the room. The skills and judgment that he demonstrated would be key to moving up the ladder at PepsiCo. Bill Bruce finished presenting his last storyboard and scanned the room to lock eyes with the PepsiCo executives who would be deciding the fate of his ideas. Scott Moffitt didnt return the gaze. Instead he looked anxiously at his superiors, knowing that the spotlight would next focus on him.This was his chance to prove himself not only to PepsiCo senior management, but also to BBDO. BBDOs senior managers had become influential advisors, whom PepsiCos top marketing executives routinely relied upon to help guide branding decisions. With six years of experience under his belt, this was Moffitts chance to earn their respect as a contributing member to these critical disc ussions. Moffitt was eager to make a strong impression with nuanced and well-reasoned evaluations. Following long-standing communications protocol in packaged goods companies, the junior manager at the table gets the first crack at evaluating the creative. Moffitt cleared his throat, complimented Bruce on the high quality of the new work he had presented, and began his evaluation.11502-040Exhibit 1-12-CSD sales/Share(Million Cases/Percent Market)1990CokePepsiDiet CokeDiet PepsiSpriteDr. PepperMountainDew7-UPSurgeMello Yello199119921993199419951996199719981999 (Est.)Sales Share1,565.5 20.11,370.0 17.6726.9 9.3490.0 6.3295.0 3.8364.8 4.7300.0 3.9Sales Share1,597.9 20.11,338.0 16.9741.2 9.3500.0 6.3313.1 3.9385.3 4.9327.5 4.1Sales Share1,613.9 20.11,327.3 16.5732.6 9.1509.5 6.4328.1 4.1414.0 5.2351.1 4.4Sales Share1,680.4 20.21,305.9 15.7740.6 8.9491.5 5.9357.6 4.3445.6 5.4387.6 4.7Sales Share1,776.7 20.41,310.0 15.0767.6 8.8511.2 5.9396.3 4.5485.1 5.6455.0 5.2Sales Share1,868.6 20.81 ,344.3 15.0793.0 8.8521.4 5.8460.3 5.1515.0 5.7509.6 5.7Sales Share1,929.2 20.81,384.6 14.9811.4 8.7541.5 5.8529.8 5.7536.8 5.8535.6 5.8Sales Share1,978.2 20.61,391.5 14.5819.0 8.5523.5 5.5598.0 6.2566.8 5.9605.2 6.3Sales Share2,037.5 20.61,399.8 14.2851.8 8.6529.7 5.4651.8 6.6599.4 6.1665.1 6.7Sales Share2,018.0 20.31,371.8 13.8843.0 8.5503.0 5.1671.5 6.8630.0 6.3705.0 7.1211.5 2.7207.742.92.6211.349.52.6209.959.52.564.0221.52.564.6219.92.561.6217.72.359.0216.769.046.62.3210.951.842.42.1204.926.741.62.1Source Maxwell ReportExhibit 2Advertising Spending Television MediaMajor CSDs ($MM)CokePepsiMountainDewSpriteDr. Pepper7-UpSurge1990$157.4$129.8$ 12.91991$139.9$141.3$ 20.01992$168.1$137.8$ 25.91993$131.1$144.0$ 29.11994$161.5$120.6$ 30.31995$124.7$133.1$ 38.31996$199.8$ 98.1$ 40.41997$156.8$133.1$ 43.11998$140.4$140.5$ 50.31999$167.7$165.9$ 45.02000 (Est.)$208.3$159.6$ 55.9$ 32.0$ 32.2$ 38.8$ 0.0$ 36.1$ 49.3$ 37.4$ 0.0$ 27.5$ 50.1$ 23.7$ 0.0$ 26.9$ 52.8$ 29.4$ 0.0$ 36.0$ 61.5$ 27.3$ 0.0$ 54.6$ 65.4$ 23.2$ 0.0$ 57.9$ 67.9$ 33.1$ 0.0$$$$$$$$$ 69.9$102.4$ 38.7$ 19.6$ 87.7$106.8$ 45.1$ 0.2Source Competitive Media Reports60.681.038.715.556.286.827.021.0502-040Exhibit 3Mountain Dew Brand Communications Strategies (1993-1999)Objective1993-941995-13-Increase awareness and trial of Mountain DewDistinguish Mt. Dew within the competitive environmentthrough contemporary communication of the trademarksdistinct, historical positioningStrategyTargetYou can have the most thrilling, exciting, intrepidexperience but it will never compete with theexperience of a Mt. DewMale teens/young adultsYou can have the most thrilling, exciting, daringexperience but it will never compete with theexperience of a Mt. DewBulls eye 18 yr. old leading edge maleExecutional Direction-Distinct campaign with Dew equityconsistency-Leverage full tilt taste and rush aspoint of differenceBroad 12-29 year olds-Shift to a unified trademark focusmodeled after Do Diet Dew-Explore outdoor settings-Predomina nt male, mid-20s casting-Preserve balance between outlandishand realistic actions/sports19961997optimize Dews positioning equity among the target in ahighly relevant and contemporary manner(You can have the most thrilling, exciting, daringexperience but) theres nothing more intensethan slamming a Mt. DewBulls eye 18 yr. old leading edge maleOptimize Dews positioning equity among the target in ahighly relevant and contemporary manner(You can have the most thrilling, exciting, daringexperience but) theres nothing more intensethan slamming a Mt. DewBulls eye 18 yr. old leading edge male mate Mt. Dew with thrilling and exhilaratingadventures in a light-hearted mannerBulls eye 18 yr. old leading edge male-Strengthen brand perceptions among AABroad 12-29 year oldsBroad 12-29 year olds-Bring Do the Dew trademark campaignto the next level-Continue Do the Dew trademarkcampaign and encompass the Mt. Dewexperience-Encourage product trial where familiarity is low1998Build badge value and authen tic, true Icon status for Mt.Dew in the world of youth-targeted consumer goodsBroad 12-29 male/female-Evolve the Do the Dew campaignagainst core target with fresh andrelevant copy-Develop ethnically-targeted crossappeal spot-Enhance product perception1999Optimize relevance of Dews positioning among the targetAssociate Mt. Dew with the exhilarating intensity oflifes most exciting, fun adventuresMale Teens (16 yr. old epicenter)Develop pool of Do the Dew executions-Invite teen girls while continuing as maleCSD-Explore other metaphors beyondalternative sports to express exhilaratingintensity-Maintain cross-over appeal among 2039 year olds-One execution should have AA/urbanrelevance-Communicate quenching-Inclusion of water-greenery elements notmandatorySource PepsiCo502-040Exhibit 4Mountain Dew Brand Development Index MapSource BBDO New York-14-502-040Exhibit 5aSpectra life style Analysis agglomerate DEWCONSUMPTIONINDEXLIFESTAGESPECTRALIFESTYLE18-34 W/Kids18-34 W/O Kids35-54 W/Kids35-5 4 W/O Kids55-6465+Total LifestyleUpscale Suburbs827710156451364Traditional Families11812116079423596Mid UpscaleSuburbs10111110871641866Metro Elite1398514147472172Working ClassTowns2371392421216742139 folksy Towns &Farms2251532121419139140Mid Urban MeltingPot1481049752493174Downscale untaught3091422911278743158Downscale Urban999810773553276Total Lifestage171112165836131 hundredSource AC Nielsen Product Library 11/97 to 11/99-15-502-040Exhibit 5bMountain Dew Selecting New CreativeLifestyle GlossaryLifestyle GlossaryUpscale SuburbsThe American Dream, a nice house in a nice suburban neighborhood.College-educated executives and professionals who index high on travel, eating out, playing golf, going to health clubs, buying imported cars, watching/reading business and news. Low African-American and Hispanic. High income.Traditional FamiliesLike Upscale Suburbs, but lower socio-economic level. Mix of lower level administrators and professionals with well-paid raunchy-collar. Index high on gardening, DIY home improvement, driving SUVs, camping, classic rock, sports radio. Low African-American and Hispanic. Mid-high income. Mid/Upscale Suburbs pass away in first-generation suburbs that are now part of the urban fringe. Lower income than Traditional Families, but more college-educated and white collar. Index high on baseball fans, casino gambling, using internet, attending live theatre, reading science and technology, listening/watching news. Low African-American and Hispanic. Mid-high income.Metro EliteYounger and more urban, college-educated, ethnically diverse. precise attuned to new fashions. Geographically mobile. Index high on health clubs, bars and night clubs, fashion magazines, VH-1, music, film, computers. Middle income.Working Class TownsWell paid blue collar families living in suburbs of smaller cities. Index high on auto racing, fishing, hunting, country music, camping, televised sports. Own trucks or minivans. Low African-American and Hispanic. Middle in come.Rural Towns & FarmsSmall towns mostly in the middle of the country, dominated by blue-collar and agricultural work. Index high on rodeos, fishing, woodworking, chaw tobacco, wrestling, camping, country music, TV movies, USA and TNN channels. Dont read magazines and newspapers. Low African-American. Lower income. Mid Urban Melting PotUrban multi-ethnic neighborhoods. Old European ethnic enclaves and new Asian immigrants, mixed with African-American and Hispanic neighborhoods. Index high on menthol cigarettes, dance music, boxing, pro basketball, lottery, Home Shopping Network, heavy TV viewing, urban contemporary radio. Lower income, low college, service industries.Downscale RuralPoor rural areas in Appalachia, throughout the South, and the Plains States. This socially conservative and religious area is sometimes called the book of account belt While indexing high African-American, these are very segregated neighborhoods with little racial mixing. Lowest on education, occupati on, income, housing. Index high on trucks, chewing tobacco, belonging to veterans club, target shooting, tractor pulls, country music, fishing and hunting., daytime drama TV programs.Downscale UrbanSame socioeconomic profile as Downscale Rural but very different cultural profile, more similar to Mid-Urban Melting Pot. Mostly African-American and Hispanic urban neighborhoods. Source AC Nielsen Product Library 11/97 to 11/9916502-040Exhibit 6aBrand Imagery Mountain DewProductImagery*Too sweetMost entertaining adsFun to drinkIntense experienceLots of flavorWhen need energy boostIn mood for something different*At a sporting eventUserImagery(54%)PsychographicImageryAdventurousWildActiveDaring*CourageousExcitingFree-spiritedRebelliousSpontaneous athleticYouthfulCoolHip*Out-going(Someone youd spendtime with)Source BBDO New York-17-502-040Exhibit 6bBrand Imagery SurgeProductImagery* send wordt relate to ads*Low quality product*Not always availableUniqueIntense experience*Tastes artificial When need energy boostIn mood for somethingdifferentSource BBDO New YorkUserImagery(49%)PsychographicImageryWildRebelliousDaringAdventurousActiveUp-to-date athletic*TrendyYouthful*Leading-edgeExcitingSpontaneousIndividualistic*PowerfulHipIn style-18-502-040Exhibit 6cBrand Imagery 7 UpProductImagery*Least fatteningLowest caloriesLow in atomic number 11*Too little flavor*Not sweet enough*Not fill up*Healthy/good for youMost refreshingSource BBDO New YorkUserImagery(48%)PsychographicImagerySensitiveRelaxedPeaceful*HealthyFeminineKind*Nurturing(Nice)(Loyal)(Cooperative)-19-502-040Exhibit 6dBrand Imagery SpriteProduct ImageryLowest caloriesMost refreshing*Thirst quenching*Goes down easyLow in sodiumIn a nice restaurant*After exercise/sports(In the evening)(In the morning)Imagery(56%)PsychographicImageryFeminineSensitivePeaceful*NiceRelaxedFree-spirited*Cooperative*Friendly* intelligentKind(Innovative)