JB Plan Book

Campaign Plan Book
By Team 2
Stephanie Augustine
Danfeng Dong
Lulu Hong
Katy OConnor
I N T E G R A T E D M A R K E T I N G C O M M U N I C A T I O N S C A M P A I G N L O Y O L A U N I V E R S I T Y C H I C A G O S P R I N G 2014
TABLE OF CONTENTS
Executive Summary .................................................................................................................................... 1

Situation Analysis........................................................................................................................................ 2
Consumer Behavior ................................................................................................................................ 2
SWOT Analysis ......................................................................................................................................... 3
Technological ........................................................................................................................................... 3
Cultural & Social ..................................................................................................................................... 3
Economic .................................................................................................................................................. 4
Political restrictions & legal limitations .............................................................................................. 5
Problems and Opportunities ..................................................................................................................... 7
Problems .................................................................................................................................................. 7
Opportunities ........................................................................................................................................... 8
Market & Industry Competition Analysis ................................................................................................. 9
Target Audience Profile ........................................................................................................................... 10
Demographics ...................................................................................................................................... 10
Psychographics .................................................................................................................................... 10
Marketing Objectives and Strategies .................................................................................................... 11
Objectives .............................................................................................................................................. 11
1. Change/Reshape Brand Image ............................................................................................ 11
2. Raise brand awareness .......................................................................................................... 12
3. Increase sales .......................................................................................................................... 12
Media Strategy ..................................................................................................................................... 13
Marketing Plan ......................................................................................................................................... 14
Campaign Positioning Statement ..................................................................................................... 14
Key Themes in the Campaign ............................................................................................................ 14
Tag-Lines ............................................................................................................................................... 14
What does this do? .............................................................................................................................. 14
Tactics ........................................................................................................................................................ 15
In-Store Marketing ............................................................................................................................... 15
Magazines ............................................................................................................................................. 15
Television............................................................................................................................................... 18
Social Media ......................................................................................................................................... 20
Mobile Marketing ................................................................................................................................. 21
Upgrade the Im Beam App ......................................................................................................... 21
Alliance Marketing - Music ................................................................................................................. 22
Promotions & Alternative Marketing ................................................................................................ 25
Public Relations Campaign ................................................................................................................ 29
Visual Images & Creative Design........................................................................................................... 31
Budget and Timeline................................................................................................................................ 33
Budget Details ...................................................................................................................................... 34
Conclusion ................................................................................................................................................. 35
References ................................................................................................................................................ 36
Appendices ................................................................................................................................................ 40
Appendix I Public Relations ............................................................................................................ 40
Appendix II Lifestyle/Psychographics of Bourbon Drinkers....................................................... 41
Appendix III Supplemental Profile Information on Target Consumers .................................... 47
Appendix IV - PRIZM Segment Group Details .................................................................................. 48
Appendix V - Market Potential for American Bourbon Drinkers ................................................... 52
Appendix VI - Full Survey results ........................................................................................................ 56
Appendix VII - Five forces industry analysis ..................................................................................... 57
Appendix VIII PowerPoint Presentation ........................................................................................ 58
EXECUTIVE SUMMARY
Founded in 1795, Jim Beam is the most established and best-selling brand of Kentucky
bourbon in the world. However, they feel that they are not effectively reaching their target
demographic, and it is clear that their top competitor, Jack Daniels, has a more positive and
premium brand image. In response, we have created a proposal is for an overall Masterbrand
campaign that will reshape Jim Beams brand image, create awareness, and increase sales
across the brand family.
Based on current internal and external factors, and in response to our own research, we have
created a plan that includes various strategies for reaching the primary target audience of
males ages 21-35 who embody our psychographic target: confident, bold, with a bit of humor
and swagger. Our secondary female audience is similarly confident and independent, and not
afraid to try something new.
Our marketing plan includes a multitude of strategies, including in-store marketing, digital and
mobile marketing, print, and social media recommendations. We have also incorporated a
number of exciting promotions and alternative marketing recommendations, including
partnerships with up-and-coming musical artists, and product placement on the popular hit
show Arrow.
These strategies and promotions will run over the course of a full year, with each promotion
uniquely timed to coincide with the most effective time of the year in relation to holidays,
events, and weather-related consumer behavior. We have also provided mechanisms for
measuring the effectiveness of the campaign, with surveys to take place before and after the
campaign has run its course.
With our recommendations, we believe that Jim Beam will see a marked increase in overall
brand awareness, as well as a more positive brand image overall, and a boost in sales as young
drinkers come to appreciate the flavor and quality of the product.
Team 2 | LOYOLA UNIVERSITY CHICAGO
SITUATION ANALYSIS
CONSUMER BEHAVIOR
According to Mintel, most whiskey consumers fall within in an age range of 22 to 44, two thirds
of which are male. However, there are similar percentages of both genders that drink American
straight whiskey (including bourbon). They drink whiskey at least several times a month, mostly
on the weekend, at home or at a friends home, for the purpose of unwinding after work or for a
social gathering (Zegler, 2013).
Males, especially young males, like to have their whiskey neat or on the rocks while females
prefer to drink whiskey with a mixer. Both males and females tend to agree that a good quality
whiskey should be consumed on its own, and that super-premium whiskies are worth the price.
Still, about a third of whiskey drinkers hold an interest in trying new flavors, among which
males are a higher percentage.
The most important factor that influences their whiskey purchase decision is the brand name.
Both genders show greater loyalty to their favorite brand than to their favorite whiskey type.
Beyond that, consumers of American straight whiskey (including bourbon) have a great sense
of loyalty to all American-made whiskey products. They are the least likely to agree with the
statement imported spirits are superior in quality, and are less likely to consume Canadian
and Scotch whisky. The second most important factor is a fair price, with female consumers
being more likely to be attracted by price promotion. Females, especially young female
consumers, care more about flavors, and they are also more likely to take recommendations
from friends or online resources. In addition, the impetus to sample a new whiskey product is
usually driven first by price, then flavor, and last by package design. Another increasingly
important factor that influences whiskey purchase is the production technique, such as age
length of the product, and distillation process.
JIM BEAM | Campaign Plan Book
SWOT ANALYSIS
Strengths
Weakness
Internal
Negative
Key Player of the Market

Strong Brand Equity
Nationwide Marketing Channel
Financial Support
Opportunities
Unclear Brand Personality

Unclear Targeting Segments
Unwanted Brand Associations
Taste Preference/Acceptance
Threats
External
Positive
Market Growth
Stable Competition Landscape
Cultural Acceptance
Brand Loyalty
Limitations in Production
Limitation in Distribution
Limitation in Marketing
High Substitution Treats
TECHNOLOGICAL
According to the IBISWorld Industry Report, the technological change level of the industry is
low. The distilling process is relatively simple and it has not significantly changed over the past
millennium. The most recent technological innovations, such as better filtration systems, are to
make industry products safer and more stable. In addition, the process of packaging shipments
has been accelerated by cheaper and faster bottling and palleting technologies. In the past five
years, technological improvements in distilling and in logistics have benefited companies for
profit, even though input costs increased (Turk, 2014).
CULTURAL & SOCIAL

American culture is generally very accepting of alcoholic beverages and brands, with the
presence of alcohol taken as a given at parties and celebrations. It is, however, frowned on to
regularly imbibe to excess, both for social and health reasons, and it is understood among
alcoholic beverage manufacturers and distributors that any perception of misconduct will result
in backlash from the population, through both social and conventional media. Jim Beam should
continue to be careful in how it markets itself, using appropriate caution with regard to any
possible perception of marketing to children or endorsing excess drinking.
Seasonality and holidays are both factors that strongly affect when consumers are choosing to
drink spirits, which is a significant factor that can affect everything from the available supply to
the effectiveness of the marketing campaign. For example, holidays like Christmas may see an
upswing in flavored varieties, as people use different flavors from the Jim Beam portfolio for
making traditional drinks like eggnog, or for spiking hot beverages after a day of playing in the
snow.
It is also important to note that many Americans prefer for their iconic brands to remain
American-owned. This was made apparent when Jim Beams recent acquisition by Japanese
company Suntory generated major backlash among consumers, with some customers feeling
angry enough to threaten abandoning the brand entirely (Perlberg, 2014). This kind of response
is not out of the ordinary; similar anger was seen when Budweiser was purchased by German
Anheuser-Busch. However, it does speak volumes about the importance of certain brands as
potent symbols of American culture. The foreign acquisition of such brands may induce cultural
anxiety about the decline of American influence, and the situation should be handled carefully
and with sensitivity in future marketing efforts. It may, in fact, be best to not mention foreign
ownership at all, if it can be helped.
ECONOMIC
Liquor sales rose by 4% in 2011, and growth was particularly strong in American spirits.
Economic downturn is usually accompanied by a shift in what kinds of alcohol people drink.
When customers are feeling good about the economy, they splurge on upscale beverages,
while during the recession $9-12 bottles of wine became the fastest growing segment. In 2011,
liquor sales hit $19.99 billion, up 4% from 2010, 11.4% for top-quality bourbons and whiskeys.
Over the five years to 2014, uncertainty and unemployment constrained consumer budgets; as
a result, consumers bought more alcoholic beverages from the Beer, Wine and Liquor Stores
industry instead of going out in order to save money.
POLITICAL RESTRICTIONS & LEGAL LIMITATIONS

The industry is heavily regulated and the regulation trend is steady. Its policy and regulation
environment is complicated because each individual state in the US has different provisions.
Individual states restrict the sale and shipment alcohol beverages across state lines. Different
laws among states have made spirits manufacturing and sales more cumbersome (Turk,
2014). For example, in open states such as Iowa and Michigan, spirits, wine and beer are
allowed to sell directly to independent distributors; on other hand, in control states such as
Alabama and Oregon, warehousing or retailing spirits products are monopolized. There are
eighteen states controlling distribution channels and in the meanwhile, half of these states
hold monopolies over retailing spirits and other alcohol beverages. In such states, alcohol
products are confined to state-owned liquor store shelves; therefore, distilleries have a limited
exposure on the market (Turk, 2014).
United States Alcohol and Tobacco Tax and Trade Bureau (TTB) is the enforcement agency that
regulates all alcohol products. Its responsibility scope includes packaging approval, advertising
oversight, distillery supervision, tax collection, and distillery permits (Turk, 2014). To be more
specific, it monitors alcohol advertising in the literal aspect. For example, the advertising
regulations listed in the Code of Federal Regulations (CFR) clarify that an advertisement of
distilled spirits shall not contain "Any statement, design, device, or representation of or relating
to analyses, standards or tests, irrespective of falsity, which the appropriate TTB officer finds to
be likely to mislead the consumer." (United States Alcohol and Tobacco Tax and Trade Bureau,
2014)
In addition to state or federal regulations, there are provisions from trade association specifying
marketing and advertising activities. The Distilled Spirits Council of the United States, Inc. is the
national trade association that is composed of producers and marketers of distilled spirits sold
in the US. DISCUS members have developed Code of Practices are committed to the
responsible placement and content of their brand communications. The Code regulated
advertising and marketing activities of beverage alcohol which include packaging, labels, brand
advertising, consumer communications, promotion/marketing events and distribution and
sales materials. To be more specifically, the Code applies to all print and electronic media,
sampling, merchandising, brand websites, direct marketing, point-of-sale materials, consumer
public relations, consumer research, product placements and sponsorship. Its leading principles
are to "market alcohol products to adults of legal purchase age (LPA) in a responsible and
appropriate manner" and to eliminate the exposure of alcohol products to people under LPA
(Distilled Spirits Council of the United States, Inc., 2014). For example:
"Beverage alcohol advertising and marketing should be placed in broadcast, cable,
radio, print, and internet/digital communications only where at least 71.6 percent of the
audience is reasonably expected to be of legal purchase age."
And:
"Beverage alcohol advertising and marketing materials should not depict a child or
portray objects, images or cartoon figures that primarily appeal to persons below the
legal purchase age. Advertising or marketing material is considered to "primarily
appeal" to persons below the legal purchase age if it has special attractiveness to such
persons beyond the general attractiveness it has for persons of legal purchase age.
For DISCUS member-controlled branded websites:

"Age affirmation mechanisms, utilizing month, day and year, should be employed for
DISCUS member-controlled beverage alcohol advertising and marketing websites. They
also should contain a reminder of the legal purchase age.
For promotional events:
"Beverage alcohol advertising and marketing materials should not use the term spring
break or sponsor events or activities that use the term spring break except if those
events or activities are located at a licensed retail establishment."
No matter whether the liquor/spirits companies are the members of DISCUS or not, they
established their own sets of codes that adhere to state and trade regulations. For example, as
a member of DISCUS, Beam Inc. has the Beam Marketing Code of Practice which delivers the
same principles and similar content with Code of Practices (drinksmart.com).
PROBLEMS AND OPPORTUNITIES

PROBLEMS
Brand Image. One of Jim Beams primary problems is that its brand image among the key
demographic does not correspond with the desired image that the brand wishes to portray. The
brand is currently seen as inexpensive bargain bourbon of relatively low quality in comparison
to other bourbons on the market - the bourbon to buy when you cant afford anything better.
This current image is already relatively well established among consumers who are familiar
with Jim Beam, and so it may be difficult to change their minds about the quality of the
product, and convince them to try to product.
Taste preference. The brands young target demographic is more likely to prefer wine and beer,
flavored liquors, or clear spirits (e.g. vodka and rum) that can be mixed and sipped easily, as
opposed to golden liquors like whiskey, which are generally seen as more of an acquired taste.
And, while bourbon and other brown liquors are beginning to grow in popularity, they are still
primarily considered to be something of an older mans drink, so there may be some age and
gender bias with regard to considering bourbon at all, much less the Jim Beam brand.
Production. Not only are there financial limitations on how much bourbon can be produced in
one year, there are also physical limitations that are imposed by the definition of the product
itself. By law, any product calling itself bourbon must be aged at least two years in a virgin
(previously unused) barrel made from American White Oak. Jim Beam actually ages its bourbon
for at least 4 years, double the time required by law. This production standard, combined with
the recent rise in whiskey sales, could soon lead to a supply shortage (Koslosky, 2014). While
brewers can respond to increased demand within a few short months, the longer aging time for
whiskeys does not grant distillers the same luxury of quick response. This is a shortage that
distillers probably couldnt have seen coming, given that the interest in brown liquors is
relatively recent, but some investment will need to be made to expand production if this level of
demand continues.
Competition. Jim Beams primary competitor, Jack Daniels, is perceived as a more premium
product, has better name recognition, and is focused on a target demographic nearly identical
to that of Beam. There is also some minor competition from small distilleries that sell their
premium, hand-crafted product on a local level, but that competition may become more
pronounced if Beams supply fails to keep up with the current trend in demand.
OPPORTUNITIES
Rising Sales. According to the Distilled Spirits Council, sales of American whiskeys were up
more than 10% in the U.S. in 2012, and nearly 7% worldwide, with a particularly high demand
for premium products (Koslosky, 2014). Jim Beam has already begun responding to this
increase by investing in a $67 million distillery expansion for Maker's Mark, allowing Maker's to
increase its production by 50%. This may also, however, be an excellent opportunity to expand
production of its new Devils Cut variation, which has been very well received by general
consumers and connoisseurs alike, and which has provided an overall boost to the entire Jim
Beam portfolio.
Flavor variety and product expansion. Jim Beam is capable of offering a number of flavors
through its variations (e.g. Honey, Maple, etc) which are certain to appeal to a younger target
audience that may not have necessarily developed a taste for straight whiskey. The
development of a signature drink recipe would further assist in this endeavor, similar to how
Jack and Coke has become a ubiquitous drink that tastes good, and is easy to order. Jim
Beam needs a drink that is quintessentially them, and can become a household name.
There is also a lot of opportunity for tie-ins with food establishments, in which Jim Beam could
be incorporated into sauces, marinades, signature drinks, and desserts. This is an opportunity
not only for the classic White label, but for Jim Beams entire portfolio if the brand is willing to
step outside of its own self-imposed restrictions (e.g. Maple Bourbon waffles at IHOP, or Black
Cherry Bourbon milkshakes at Red Robin).
MARKET & INDUSTRY COMPETITION ANALYSIS

The client specifies the following segments in their competitive set:
Unflavored: Jack Daniels, Johnnie Walker, Woodford Reserve, Evan Williams, Bulleit,
Glenlivet, and Glenfiddich
Flavored:
Jack Daniels Honey, Evan Williams Flavors, Wild Turkey American Honey,
Crown Maple, and Fireball
Jack Daniels is the number one competitor of Jim Beam, as explained by the client. However
the products have a number of differences. While both products fall in the Whiskey spirits
category, they are of different varieties, Jack Daniels being a Tennessee Whiskey while Jim
Beam is Bourbon. The popularity of the call drink Jack and Coke - along with a decades of
brilliant marketing that associated the product with scarce allure, lore, legend, and maverick
independence - have driven this beverage to the top of the segment.
Jack Daniels Honey is the brand first flavored variation. However, it was Jim Beam that broke
the barrier when it introduced Red Stag Black Cherry as the first ever flavored whiskey
(although some resources show Wild Turkey Liqueur as the originator). However, despite some
of the other flavored whiskeys have the benefit of piggy backing off of already well-known
name, Fireball Cinnamon Whisky dominates the category. The company uses the term
organic in describing growth, and said connecting with people talking about the brand on
Facebook and Twitter as well as engagement with bar employees to increase awareness.
Overall, flavored whiskeys are the fasting-growing segment in the bourbon industry, nearly 75
percent of growth among all whiskeys and 42 percent of growth in bourbon.
TARGET AUDIENCE PROFILE

DEMOGRAPHICS
Our target audience for the campaign is males and females of legal drinking age from 21-35.
This decision allows us to encompass a larger millennial target audience compared to Jim
Beams current target audience, which only includes consumers 21-29 years of age. This
decision is also a response to our own survey, which indicates that a slightly older target
audience of non-whiskey drinkers within the same generational group might also still be
amenable to trying Jim Beam, and should not necessarily be written off. Also a slightly more
mature palate may be more receptive to our flagship White product, as opposed to needing a
flavored variety as introduction.
The gender focus is primarily male (60%), with a secondary female audience (40%). While the
main consumers of bourbon are male, the secondary audience is just as important, because
there has been a distinct rise in female bourbon drinkers. This increase is primarily driven by
higher-quality, better-tasting bourbons, and the increased usage of bourbon in cocktails (Rand,
2012). This may indicate a potential change in gender focus for Jim Beams marketing
strategy. For the time being, however, women will remain a secondary target audience.
PSYCHOGRAPHICS
We are looking for customers who are fun loving, outgoing and break away from the crowd.
They need to have the attitude to embody making their own history with Jim Beam. These
people dont pick their clothes, based on popular trends or what their friends are wearing. They
choose what they want and dont care what other people think. They have the same view on
what they order a drink at the bar. While many people are happy to have what theyre having,
Jim Beam drinkers always chooses their own.
While our customer likes to break the barrier, they make smart decisions when it comes to
shopping. They are willing to have pricier vices, but also recognize that you dont always have to
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break the bank on getting a quality product. This type of person may sometimes shop at a highend store, but other times hunt for bargains at an outlet store or another affordable retailer
such at H&M.
MARKETING OBJECTIVES AND STRATEGIES

OBJECTIVES
1. Change/Reshape Brand Image
According to our survey results, Jim Beam has the brand perception of established, country,
cheap, popular, old fashioned and masculine. The first goal of this campaign is to reshape
the brand image from old and cheap to popular, young and cool. We want to neutralize the
country and masculine perceptions while enhancing the premium quality and brand
heritage; make Jim Beam a classy but approachable brand.
Strategies:
Create positive emotional attachment and correct association to the brand
Differentiate JB from its competitors
Measurement:
Survey and focus group interviews on brand perception will be conducted to set a baseline
for this objective, and afterward to determine what change in perception, if any, was
accomplished. We would like to see answers for brand perception fall along the lines of the
described image wed like to build. We would also like to see a greater difference in
perception compared to key competitors, as well as an increase in positive perception
among female millennial customers. All of these would indicate a successful change for the
brand image.
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2. Raise brand awareness

Our survey results indicate that brand familiarity for Jim Beam is only half that of its
primary competitor Jack Daniels. Over the course of 1 year, wed like to see an enormous
increase in brand awareness.
Strategies:
Raise exposure of the brand name
Increase involvement and communication with the customer
Measurement:
We will conduct surveys and compare to benchmark key competitors to test this objective.
We plan to reach 95% and above of heard of or consumed Jim Beam from sample
targeted audience, and to reach at least 80% heard of or consumed from general LPA
audience; Jack Daniels has 94% for this. We also want to increase our number of social
media followers by 10% per month during campaign, and 3% off-campaign. Our end goal is
to become one of the top 3 whiskey brands by number of social mentions.
3. Increase sales
Between 2011 and 2012, Jim Beam Products (all variations) increased its sales by 5.3%
(Zegler, 2013). In the coming year wed like to see that number increase.
Strategies:
Cross-selling
Improved shelf-space and placement
Trained salespersons recommendation
Measurement:
Track monthly sales numbers with the goal of reaching a 10% overall annual sales
increase.
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MEDIA STRATEGY
The campaign is a masterbrand campaign that focuses on improving the overall brand image
of the Jim Beam brand name, and our media selection has been designed around that purpose.
Below is the list of channels we will use to reach our target audience:
Advertising
o
Streaming video service
Music streaming service
Magazine
Sales promotion
Social media
Lifestyle and experiential marketing
Event sponsorship
Public relations
Buzz marketing
Brand ambassador
Product placement
o
TV show
Branded entertainment
o
YouTube channel
Online radio
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MARKETING PLAN
CAMPAIGN POSITIONING STATEMENT
For young American drinkers, Jim Beam is the brand of whiskey that is with you at every
milestone of your life. As the most established and best-selling brand of Kentucky bourbon in
the world, consistently setting new standards in bourbon-making for seven generations, Jim
Beam is the only brand of bourbon to enjoy through all the high points of your life.
KEY THEMES IN THE CAMPAIGN
TAG-LINES
Family
Supportive
Encouraging
Positive
Love
Faith
Approachable
Life-stage Transitions
Good or bad times
High or low points
Milestones
Authenticity
Never give up
True to ones self
Proud to stand out
No regrets
Master tag-line: Make your own history

Additional Taglines:
For all the high points in your life.
4 years take Jim Beam to age a barrel of worlds finest bourbon. Where will 4 years
take you?
Youre living a colorful life! So is Jim Beam!
You know what you want. We know you.
WHAT DOES THIS DO?
Establishes Jim Beam as the brand associated with the most important times of the
consumers life.
Incorporates images and concepts that inspire positive feelings of accomplishment and
celebration.
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Inspires action; gives consumers a push to do something out of the ordinary
TACTICS
IN-STORE MARKETING
To complete consumers experience with Jim Beam, the in-store experience needs to match
with the overall brand image were trying to create.
Recommendations from a trained sales person are helpful for less experienced bourbon
drinkers, and can be greatly influential on the decision to purchase Jim Beam products at the
point of sale. The quality of Jim Beam products, the production process, and aging methods
should be a key message to deliver to the consumer at this point, as it can affect consumers
whiskey purchasing decisions (Zegler, 2013). Combined with information about how to
consume or mix the product, this messaging will make the product more appealing to the
female customer.
How the product is placed on the shelves is also important and can affect consumers decision
at the point of sale. Jim Beam products should be placed with other premium whiskey products,
and with a variety of Jim Beam products placed together to reinforce the family look.
However,, we suggest the Jim Beam avoid placing its larger, low-price bottles alongside regular
size bottles from other brands that are marked at a higher price. This gives the impression that
Jim Beam is a bargain brand, and gives the consumer a cheap brand image.
Cross-sale is a good tactic to use, because whiskey drinkers show great brand loyalty over
category loyalty (Zegler, 2013). This means they would be willing to buy different categories of
drinks that fall under their favorite brand name. Our campaign is promoting Jim Beam as the
bourbon brand that fits all lifestyles and occasions, so we should use cross-sale to reinforce
that idea, and to generate sales across the brand family.
MAGAZINES
While conventional wisdom tells us that our millennial target audience has shifted away from
print media to blogs and digital content, a recent study from Cond Nast reveals that certain
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categories of magazine readership among young people is currently the highest it has been in
decades. Specifically, fashion and beauty magazines attract approximately 50% more young
readers than it did 13 years ago. Lad magazines like Maxim, and sport and fitness brands like
Mens Health have also seen large growth. Celebrity magazines have doubled their readership
in our key demographic. (Bazilion)
As such, we propose the following magazines:
1. Game Informer (GI) Magazine: The demographic of GI is 84% male, with a median age
of 27. 89% of its readership falls between the ages of 18 and 34, and this magazine
bills itself as reaching more men 18-34 than any other magazine on the planet. Their
readers are active, social professionals with above-average incomes. They also note
that their average subscriber spends an average of 2.7 hours reading each issue, and
91% of their subscribers have made a purchase after seeing or reading about a product
in their magazine. We recommend 1 full spread (2 ads at $180,584 per ad) to run
during November, so that publication coincides with a time of year when gamers are
reading about the upcoming Christmas releases, and are staying inside to play games,
away from the cold weather. GI also has a robust social media presence, making a
collaboration with this brand very favorable for exposing Jim Beam to a large millennial
audience. (GI Media Kit)
2. Maxim Magazine: Maxims 21+ readership is 80% male, with nearly half (49.2%) of that
falling within the 21-34 age range. Median age is 33.5. Their psychographic is funny,
confident, and bold; Maxim bills itself as a place where men can kick back, be
themselves, and have a great time, and this is a good fit for our own preferred brand
image a guy who knows how to act like he knows how to act. Readers are primarily
college educated, and employed. We recommend a 1 page ad ($253,890) to run in
November, which is Maxims annual Hot 100 issue. This is a very popular edition, and
will draw a lot of attention both from subscribers and non-subscribers alike.
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3. ESPN the Magazine: The audience is 78% male, with a 250+ index for males ages 1834. The average reader spent 34 minutes per issue, and 59% were more likely to
consider a brand advertised inside the issue. We recommend We recommend 1 full
spread (2 full pages) in ESPN magazines Body Issue, which in 2013 had 34% higher
readership than their average issue. Considering the cost of their ad space, highexposure placement may give us the most bang for our buck with this magazine. Full
page color ads are $254,310 per ad.
4. Cosmopolitan Magazine: Fun, fearless, and female that is how Cosmopolitan bills
itself, and that is how its readers see themselves. Cosmo boasts a readership with the
largest number of women between the ages of 18 and 34, which is approximately 56%
of their overall audience. They are primarily educated and employed, with an average
income of just under $60k/year. The media kit further highlights the magazines reach
per copy, at 5.42 female readers per copy, which increases the value of our advertising
dollars. A full page color ad is priced at $297,735 per ad, and we recommend 2 ads
that will run in the fall and the spring, to coincide with the seasonal high fashion
editions that typically see the biggest swing in readership.
5. Glamour Magazine: Glamour has the second highest print circulation among women
and, while they do not provide much in the way of specifics regarding the age
breakdown of their readers, the average female reader is 32.6 years of age. This
magazine aims for women who see themselves as funny and smart, and offers to
provide a 360-degree perspective on the readers life on everything from politics to pop
culture. Readers overwhelmingly tend to be college educated and employed. The rate
for a full size page is $240,511 per ad, and we recommend placement in the spring
edition to coincide with the fresh spring fashions.
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TELEVISION
Streaming Video
Our target demographic consumes a large amount of network and cable television, with the key
difference in their viewing habits being that they want the content to be wherever they are,
whether that is at home, on the train, or in a caf. For example, while 36% of millennials TV
viewing time was spent watching traditional television content, like shows and live sports, that
content was primarily accessed through some kind of streaming or subscription service (TiVo,
2014). 72% of those surveyed reported using a free online streaming service (e.g. Hulu,
YouTube, etc.), while two-thirds used a subscription side like Netflix or Hulu Plus. This is a
marked difference from other age groups, who only report using those services about 40% of
the time. Further, while content like full-length movies and music videos is on a decline,
television shows showed a marked increase, with 14% of survey participants expressing a
growing interest in television programs. User-generated content also saw an 8% increase in
viewing among this age group.
In light of that information, we have chosen to air commercial videos on digital streaming
channels such as Netflix, YouTube, Hulu+, etc., and on network and cable television during
programming that is popular among our target demographic. Key programming that we have
identified as popular among our key demographic includes Glee, Big Bang Theory, The Mindy
Project, Pretty Little Liars, and The Walking Dead (Friedman, 2013).
Given that the platform for our commercials is different, our commercials will need to be
different, too. We cannot simply repurpose television ads, and expect those to hold the viewers
attention when the viewer could be doing any number of other things on the computer while the
ad plays. We recommend interactive video ads, which allow the user to click on different
aspects of the video to sign up for offers, receive a promotional price, or get more information
about our product. This engages the viewers, and encourages them with a call to action that
18
requires more than just sitting and watching the screen. For example, a commercial about our
High Points social media promotion could contain links directly to an information page about
the promotion, or to Jim Beams social media outlets where the viewer can see recent entries.
Another possibility is a mixing commercial in which the viewer is presented with the image of
various Jim Beam liquors and mixers, and can then click and hold on various bottles to add
those ingredients to a glass, and create a signature drink. Another link could prompt viewers to
share their concoction to their favorite social media outlet.
Online video is not only the most likely to reach our audience, it also happens to be the most
cost-effective at $19,607 CPP. That means we can shift extra funds to spot production, or to
other areas of the campaign. Our schedule for this medium will coincide with the fall and winter
months, which is when the network season typically begins, and when people are inside
watching more television.
Product Placement
While product placement is not new to Jim Beam, it is a channel worth exploring further.
Product placement can be very successful, as shown by the 65% increase in Reeses Pieces
sales after its placement in E.T. The Extra-Terrestrial.
Jim Beam has a massive hurdle to climb in regards to beating out the competition.
BrandChannel.com lists 2 notable films for Jim Beam placements: Talladega Nights: The Ballad
of Ricky Bobby and The Final Destination. Their biggest competitor, Jack Daniels lists 16: Miami
Vice, Mr. and Mrs. Smith, Vanilla Sky, and many more. This list actually fails to mention one of
the most iconic uses of any liquor in a movie: John Belushis character Bluto in Animal House,
downing an entire fifth of Jack Daniels. This image from the 1978 classic has had a lasting
impression, with posters emblazoning the walls of college dorm rooms for decades, many
times by students who may have not even been born when the movie released.
Rather than a film, we have chosen the television show Arrow as a good fit for Jim Beam. The
show is very young, airing its pilot episode on The CW on October 10, 2012. This debut episode
19
drew in over 4 million viewers, with a 1.3 rating in the 18-49 demographic. With box office hits,
such as The Avengers and the Batman trilogy, there has been an undeniable trend in the rise of
superhero fandom. Todays millennials are the same kids that grew up reading Superman
comics past their bedtime, under the covers by the light of the flashlight. In addition to the
impressions gained though the show, the shows star Stephen Amell is an avid user of social
media, giving Beam access to his 1.7M fans.
The plot of Arrow follows Oliver Queen: A millionaire playboy turned vigilante after being
trapped on a remote island for 5 years. As part of Olivers secret identity, he becomes the
owner of a nightclub called Verdant, a clever cover up for his secret hide out below. While the
characters of the show may not be seen drinking Jim Beam, it can be dominantly served at
Verdant.
In addition, a spin off series featuring another DC Super Hero, The Flash has been green lighted
and began production. The main hero Barry Allen had his origin story presented in two episodes
of Arrow, making it clear that these characters all exist in the same universe. Details of the
show have not been released, but having a relationship with Arrow would then lead to another
with the new series.
SOCIAL MEDIA
Social media is highly popular among women of our target demographic; women are more
likely to use social media than their male counterparts, as well as being more influenced by the
suggestions and recommendations that they receive from their friends through those mediums.
As such, we suggest that Jim Beam leverage the popularity of online tastemakers (i.e. bloggers)
to reach their female audience. Beam could work with high-profile bloggers to create signature
recipes that would then be shared via sites like Pinterest and Instagram, and labeled with a Jim
Beam affiliated hashtag, such as #jimbeam or #makehistory. The best and most interesting
recipes often spread widely through Pinterest, being liked and pinned on an exponential basis.
20
The hashtag also allows these posts to be pulled directly into Jim Beams own social media
widgets, and shared with other followers that way.
More content will be spread by entries from the Epic Night promotion, with consumers sharing
Jim Beam straight or in mixed drinks during celebrations with family and friends (graduation
party, summer barbecue, wedding reception, etc.),.
MOBILE MARKETING
Upgrade the Im Beam App
Jim Beam has its own app, but the app is not doing much for the brand. Why not turn it into a
handy tool that can help Jim Beam lovers enhance their Jim Beam experience? Research
shows Millennials are multi-screen users who love to download apps. Even if an app has a
website version, these users prefer the speed and convenience of using apps on their mobile
devices.
Promote the Recipe Book

Incorporate the drink mixing recipes which are currently buried inside the website into the app.
Both Mintel and our own research indicate that the major reason frequent drinkers (especially
female) dont drink whiskey often is because they dont know how to drink it. This would
indicate that a major driver to increase their whiskey consumption may be to provide them with
interesting drink recipes. Jim Beam has tons of simple and interesting recipes on its website,
but it is not necessarily convenient or handy to a consumer who is struggling to decide if she
should try mixing Jim Beam vs. Bacardi, or something else. Thus, a handy app that acts as a
quick reference of interesting mixers would be very helpful.
Exclusive Information
The app could also function as a hub of news feeds about Jim Beam activities and exclusive
offers. This will also tie the app with other activities the brand will be doing throughout the
campaign, because users of the app - who are interested in Jim Beam enough to download the
21
app - can get first-hand information on Jim Beams events including the Transformation project,
as well as special offers such as the one mentioned in the Secret Passcode tactic.
Additionally, we recommend keeping the apps other current functions; we understand its a
good channel for CRM, and the portraits are fun. We will also promote the app on social media
with other on-going activities:
BTW, download the app, become a family of Jim Beam, and we will tell you the
#SecretPassword ahead of others
Enjoy the new song? Enjoy it with a new recipe of Jim Beam Honey. Download the app
and get access to delicious recipes designed just for Jim Beam
Want to know what our new artists up to quicker than any other? Heres access to
exclusive news ahead of time
ALLIANCE MARKETING - MUSIC

We found that the top three bio word clouds of Jim Beams twitter followers are Love, Life, and
Music. Music is always a perfect association with alcoholic beverages for the same expression
or sensation of fun, relax, inspiring, cool, etc. Many brands such as Budweiser/Bud Light, Jack
Daniels and Red Bull have a long history of sponsor individual artist, festivals or music awards.
Jack Daniels own recent rock concert series Live at the Landmark helped the brand get a
huge boost on social mention and new followers.
We are aware that Jim Beam is working with several great country singers, and has held a Jim
Beam Live Music Series annually for the past few years. However, to differentiate the brand
from its competitors moves, and to appeal to the younger and urbanite target audience, Jim
Beam needs to build a deeper connection with music and tie that connection with the values
behind our overall campaign themes of family/transition/authenticity and love/life. As
such, we suggest the following:
1. Focus on Indie/Alternative Folk and Rock Genres. These genres are among the most
distinctive categories that are specially preferred by our target audience (Lamere, 2014).
22
Different from country, classic rock or pop music, artist or songs in this category are much more
intriguing, thoughtful, hip, up-lifting, warmth, peaceful, and tells stories different from main
stream artists work. Being indie music, it has the spirit of dare to be different and have faith
in what youre doing, and is thus a good fit with the philosophy of our target audience, as well
as the brand image were trying to create. Some well-known artists that fall into this category
include Imagine Dragons, Kings of Leon, Vampire Weekend, Cage the Elephant, Arctic
Monkeys, and The Lumineers.
2. The Transformation Project. Obviously if Jim Beam sponsors or partners with any of the wellknown bands mentioned above, it would instantly create access to their numerous listeners.
However, our suggestion is a grass-root approach an on-going event which is more permeating
and influential in communicating the brand value, and with high potential to do a lot of things.
We propose a multi-media projectMake you own history in music: Transformation. The idea
is to find local emerging artists with high potential, and then support and document their path
to becoming the next Kings of Leon or Vampire Weekend. The general progress is as follows:
Timeframe
Jan:
Action
Build a team of talent scouts and mentors from musicians or professionals
with whom Jim Beam already has a connection.
Feb-Mar:
Kick-start the project with an announcement on social media and PR

channels, using the brand website and FB page as main information provider.
Start recruiting new artists from looking into local concerts, live performances
at bars, recommendations on social media, and via brand ambassadors at
colleges and universities. Finally, select the list of artists that Jim Beam would
like to support. During this period, Jim Beam can selectively sponsor some
local events, college contests, etc., to raise the involvement.
Apr-July:
The team will provide suggestions or any help or resources they want for the
23
selected new artists. For example, practice with famous artist on the team;
perform at concerts, festivals, bars, or clubs in the city where the band was
discovered by Jim Beam. Provide the band with performance opportunities as
the supporting artist on major concerts or festivals such as SXSW (late March),
Coachella (April), Sasquatch (May), Bonnaroo (June), Firefly (June), and of
course Jim Beams live music series.
Aug-Nov:
In early August, vote online for the top 3 new artists. Get sponsorship of a
major festival such as Lollapalooza (August), Austin City Limits (October), CMJ
(October), Voodoo (Early November). Get the top 3 artists on the line-up of
sponsored festival.
Dec:
Create TV commercial(s) featuring a collection of touching and inspiring

stories and moments that happened behind the scenes throughout the year of
the project, associated with the themes of the campaign, i.e. family, transition
of life, and authenticity. The commercials will be shown via online streaming
outlets, and cable networks to catch the holiday spirit.
The appeal of these videos is that theyre not a TV show; its the real stories that happened as
these emerging artists chased their dreams, transforming from unknowns to noticeable artists.
Video documentations will be created by the artists themselves or their families or friends, as
well as the Jim Beam team on certain occasions, and will be edited and uploaded to Jim
Beams YouTube channel. Of course, all communication channels including brand
ambassadors, social media and PR should support the entire project besides other activities of
the larger campaign.
3. Advertise on or partner with Music Streaming Services. Multiple researches indicate that
people in our target market are no longer fond of traditional radio because they prefer online
streaming and radio services (Zegler, 2013) and (The Nielsen Company, 2014). On top of that,
24
people within the targeted age groups play more songs than any other age group. Thus another
channel to reach target from the association with music, is to advertise or work with music
streaming services.
Again, we are aware of Jim Beams partnership with Pandora and iHeartRadio. Thus we would
like to suggest some alternatives to increase our appeal to the target audience of this
campaign.
Spotify: Very strong and still rising player in music streaming industry. Its famous for
high quality streaming and a broad song catalog. It is connected with multiple social
networks, and has the interphase or image appeal to hipsters. Spotify now has a free
version supported by ads.
Rdio: Very similar to Spotify, with similar streaming quality but a more independent
brand attitude and a very simple-clean interphase. Also has free version supported by
ads.
Songza: A very innovative player. Offers playlists created by music experts, and
recommendations based on six customized predictions of activities or mood the user
may be experiencing at a certain time of day. Songza is also very supportive to new and
emerging artists as well as alternative and indie music.
Jim Beam can advertise on selected music streaming platforms, but it will be better if Jim
Beam partners with them and creats exclusive song lists that including Jim Beam-associated
artists. It can also be song list of the emerging artists mentioned in the Transformation project,
or song list of favorite music of those supporting artists.
PROMOTIONS & ALTERNATIVE MARKETING

Virgin America
Virgin America is an airline known for constantly breaking barriers and reinventing the flying
experience, gaining to top spot in the 2013 Airline Quality Rating report, the airlines first year
25
of eligibility. This is just one of many awards received by this young airline, but perhaps the
most important praise the airline receives is from its many satisfied customers, thanks to
Richard Bransons philosophy of putting people first. Its working Virgin reported over 6MM
passengers in 2013, with continued growth.
One of the many innovations incorporated is Go Go In-flight Entertainment system incorporated
into the seat back of every seat on most Virgin America flights. Each passenger then has the
option to watch TV or movies, or even play games from this built in console. The most unique
feature about the system is that a guest can use it to browse the food and drink menus, and
order directly on the screen. Polls show that nearly 90% of adults order an alcoholic drink while
traveling. Currently, Virgins selection of 11 spirits serves several whiskeys and other dark
liquor, however it is distinctly missing bourbon. Not only would a Jim Beam placement here
make an impact, but also being a part of a featured cocktail would heighten the likelihood of a
customer to choose it over the other offerings. Virgin America offers Grandma's Coffee, an
iced cappuccino with Jack Daniels whiskey for $9. Adding a Jim Beam based drink to the mix
would put it head to head with one of its biggest competitors. Airlines are clearly doing
everything they can to drive liquor sales; There is an overall push toward specialty drinks for all
airlines, as part of a larger push to get passengers to pay for a little in-flight luxury.
Put simply, Virgin America embodies a brand image and messaging that is similar to the one
we want to create for Jim Beam. Customers are willing to choose Virgin over other airlines not
just based on price. They choose it because they know they are going to enjoy their flying
experience. When someone picks up a bottle in Jim Beam, they know they are going to add
another positive memory to their personal history.
The tagline For all the high points in your life will be actively used.
26
BuzzFeed
BuzzFeed is a social news and entertainment website, founded in 2006. The site produces and
average of over 200 posts a day, all that are constantly shared on many social media outlets
such as Twitter and Facebook.
BuzzFeed has a total U.S. digital population of 23.7 million. 56% of visitors are between 18 and
34 years old, encompassing the target market we are looking to reach. Currently BuzzFeed is in
third place in the aspect of how many people are sharing their stories. The company boasts
click-through rates for its advertising content are 1 to 2 percent, or 10 to 20 times the average
banner click-through rate. All facts point to this being a perfect way for Jim Beam to reach its
target audience though a channel that they are already interacting with organically.
Jim Beam has already begun to experiment with BuzzFeed articles as part of its marketing
tactics. Initial posts 8 months ago were in conjunction with its flavor variant Jim Beam Honey.
While not directly about Jim Beam, the posts all related to Honey, which was a very interesting
way to relate the products to the post. About 3 weeks ago, the company than made posts that
did not relate to Bourbon in any way. Although the exact metrics are currently unavailable, the
comments suggests that response to these non-related articles was generally negative,
Thankfully, the most recent posts are getting about to the roots, with 13 Things You Need to
Know About Bourbon and 11 Reasons Prohibition Was Actually The Best. Jim Beam needs to
continue to create content for BuzzFeed that draw in the consumer, but the posts need to
continue to be relevant to the product. A few options we would like to explore would be an
article about Ways to Consume Bourbon How to order Bourbon at the bar and perhaps a
quiz about what your drink order says about you.
Brand Ambassadors
With our new campaign, it is important for Jim Beam to employ Brand Ambassadors who
embody the new brand image. In hiring for Ambassadors, you want to recruit those that not
27
only fall into our target market, but also are opinion leaders considered highly influential within
their peers. Once they have been properly trained, these Ambassadors will be able to create
impact on both a one on one level or by hosting a group activity, to ensure a positive interaction
between the consumer and the brand.
We have decided to start with 1 Ambassador at each of 10 Colleges across the United States:
University of California, Penn State, Michigan State, Ohio State, Miami University, Syracuse
University, University of Georgia, West Virginia University, University of Colorado at Boulder, and
University of Texas at Austin. In the recruitment process, we want to look for students that are
already in positions of leadership, whether it be student council, sports team captains, or Greek
life. In addition, it may be helpful to focus on those studying marketing or related fields, to take
advantage of their education background and potential to grow with the company after
graduation.
In addition to their individual activities on campus, the Brand Ambassadors play an important
part in supporting all parts of the campaign. For example, to tie into our partnership with the TV
Series Arrow, the Brand Ambassador may host a viewing party at a popular bar near their
campus, which will be running specials on Jim Beam drinks. The most valuable part of this
program is the flexibility of the position. The responsibility of the Ambassador can be as small
as always ordering a Jim Beam drink when out with friends, or large as being a part of a major
brand building event in their city. With the success of this tactic, there is room for Jim Beam to
expand to other Universities, or multiple ambassadors on each campus, as needed.
Make it an Epic Night with Jim Beam

The Make it an Epic Night with Jim Beam promotion will invite Jim Beams fans and followers
to share the high points in their lives (special occasions such as graduations, promotions,
weddings, etc) via social media in the form of pictures and videos. Participants will mark their
entries with the hashtag #JBepicnight and the entries that best represent Jim Beam may be
28
used in future social media posts from the brand, as well as possibly being featured in ads and
television spots.
This is a year-round campaign, intended to encourage consumers to brand their good times
with the Jim Beam name. It promotes online discussion of the brand and the product, and
facilitates interaction between Jim Beam and social media users.
Whats the Passcode

The Whats the Passcode? sweepstakes is a promotion in which consumers at participating
locations may scan a QR code on an authorized display to be automatically entered into a
drawing to win a prize of $10,000. Upon entering, participants will receive a secret code phrase
that they can say to the bartender when ordering any drink containing a Jim Beam product.
Their entry will also come with a drink recommendation (flavored recipe suggestion), as well as
a prompt to receive further promotional messages via SMS. Participants who order the Jim
Beam beverage as suggested with their contest entry will receive a small promotional product
from the bartender along with their drink (hat, keychain, etc). This promotion not only
encourages consumers to engage with the brand, it entices them to actually try the product
while they are out for a drink, and provides those who are unfamiliar with bourbon a suggestion
for how to enjoy the product. The grand prize is a relatively small expense in the budget, while
still being large enough to entice entries, and the distribution of SWAG at the entry locations
gives everyone who orders our product a reward for doing so.
PUBLIC RELATIONS CAMPAIGN

The core goal of PR campaign for alcohol industry is to build and maintain a socially
responsible corporate image by promoting responsible alcohol consumption and eliminating
alcohol abuse. As one of the major alcohol companies, Jim Beam has the drink smart website
that provides information to help LPA make smart choices if they choose to drink alcohol
(drinksmart.com, 2014). See Appendix 1 for images.
29
Jim Beam currently has one video under title drink smart on YouTube Channel. In comparison,
Heineken has a full set of video campaigns on YouTube regarding responsible drinking. Jim
Beam is also not effectively promoting its Drink Smart content on social media. Because our
target audience consists of active users of video sites and social media platforms, our
suggestion for Jim Beam is that they create a complete "Drink Smart" video series on YouTube
and Vimeo. Meanwhile, they should encourage use of the hash tag #drinksmart on social
media to increase visibility of the initiative, and post drink smart tips on Facebook and
Twitter. Additionally, all of Jim Beams marketing initiatives, including its branded and
sponsored events such as music festivals, should contain a clear reference to responsible
drinking.
30
VISUAL IMAGES & CREATIVE DESIGN
31
32
BUDGET AND TIMELINE
Jan
Jim Beam Budget & Timeline

Marketing Communications
Feb
Mar
$ 100,000
Apr
May
$ 100,000
Jun
Jul
$ 100,000
Aug
Sep
$ 100,000
Oct
Nov
$ 100,000
Dec
Total
600,000
$ 100,000
65,333
Buzzfeed
$ 65,334 $ 65,333 $
392,000
65,334
65,333 $
7,200 $
7,200 $
$ 65,333 $
Virgin America Partnership

7,200 $
$ 60,000 $ 60,000 $
7,200 $
86,400
7,200 $
7,200 $
7,200 $
7,200 $
7,200 $
7,200 $
200,000
7,200 $
80,000 $
25,000
7,200 $
1,100,000
75,000 $
Brand Ambassadors
75,000 $ 50,000 $ 75,000 $
360,000
Product Placement
App Upgrade (I'm Beam)
$ 150,000 $ 50,000 $ 150,000 $ 50,000 $ 50,000 $ 75,000 $ 150,000 $ 150,000 $
30,000 $
25,000
In-store Marketing
30,000 $ 30,000 $ 30,000 $
500,000
30,000 $
30,000 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $
1,000,000
$ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000

$ 1,000,000
Radio Ads
Local Concerts
Major Festival
10,000
$18,994,877
50,000
10,000 $
190,000
4,750,000
$
$ 950,000 $ 950,000 $ 950,000 $
$ 626,606
8,000,000
$ 297,735
$ 1,000,000 $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 1,000,000 $ 1,000,000 $ 500,000 $ 500,000 $ 1,000,000 $
Artist Support/Transformation
$ 253,890
$ 10,000
1,741,477
$ 10,000
$844,700 $1,078,924 $1,010,033 $1,400,033 $2,519,935 $1,597,200 $2,414,139 $2,217,533
$ 47,500 $ 47,500 $ 47,500 $
47,500
25,000 $ 538,246
$687,200
$ 10,000
$797,200
Magazines
What's the Passcode
$ 950,000 $ 950,000
-
Streaming TV ads
PR Campaign
Total Marketing Budget $2,352,534 $2,075,446
33
BUDGET DETAILS
Type
Buzzfeed
Total for campaign

Package
600,000 4-5 posts
Frequency
Cost per
100,000 2 posts per month
Magazines
Design
Game Informer
Maxim
ESPN
Cosmo
Glamour
Magazines Total
App Upgrade
In-store Marketing
Radio Ads
Local Concerts
Major Festival
Product Placement
Brand Ambassadors
Virgin Airlines
Design
Online Advertising (web, social, PPC)
Promotional Materials & Visuals
Make it an Epic Night with Jim Beam Total
What's the Passcode
Design
Prizes (SWAG)
What's the Passcode Total
Streaming TV ads
Design & Production
Hulu
YouTube
Streaming TV ads (2 spots) Total
PR Campaign
CAMPAIGN TOTAL
34
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
25,000
372,296
253,890
254,310
595,470
240,511
1,741,477
25,000
1,100,000
360,000
500,000
1,000,000
8,000,000
200,000
86,400
392,000
$
$
$
$
5,000
35,000
10,000
50,000
$
$
$
$
$
10,000
40,000
40,000
100,000
190,000
$
$
$
$
$
$
250,000
2,500,000
2,000,000
4,750,000
18,994,877
Full Page
Full Page
Full Page
per ad
Full Page
$
$
$
$
$
All major retail

per concert
$
$
per episode
hourly
3 months
$
$
$
186,148
253,890
508,620
297,735
240,511
December - 2 full pages (spread)

November - Full page
Jun - 2 full pages (spread)
February, September. Two ads
February full page ad
Year-round
30,000 Monthly
50,000 2/month (april-aug)
Spread over year
20,000 10 episodes
12 15 hrs/week - 10ppl
196,000 Summer and winter holidays
Year-round; holidays and events
CONCLUSION
In striving to build an all-encompassing masterbrand strategy, we have always kept in mind a
clear, consistent tone for our campaign that could apply to any product in Jim Beams portfolio a true "umbrella" strategy with fully integrated strategies and concepts.
First, we rethought all the basic concepts, right down to our target audience and, indeed, the
first improvement we made for Jim Beam in our campaign was to extend the target audience
segments, increasing the age range and placing more importance on female whiskey drinkers.
Our expanded audience has a consumption potential that cannot be overlooked, and our
masterbranding strategy is sure to show that audience, regardless of age, gender, or liquor
preference, a universally appealing brand image of Jim Beam: young, cool and classic!
Next, we created a new Jim Beam brand story based on the insights of our target audience.
They are a demographic in the transition stages of their lives. They may graduate, get hired or
promoted, get married, or start a family. Connecting with Jim Beam's family brand background,
we made Jim Beam a family member to the audience through every phase of their transitions,
all the while establishing positive emotional attachments.
Finally, we created campaign tactics to support our ideas, based on our understandings of
what, where and how our target audience consumes alcoholic beverages, and how they like to
feel while they enjoy drinks. We are confident that our campaign is the best plan to distinguish
the brand from its competitors, and to introduce Jim Beam to a new generation of bourbon
drinkers.
35
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37
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38
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39
APPENDICES
APPENDIX I PUBLIC RELATIONS
40
APPENDIX II LIFESTYLE/PSYCHOGRAPHICS OF BOURBON DRINKERS

Alcohol & Tobacco: Drink Bourbon (A)
Lifestyle Category: Psychographics

Lifestyle Title
Count
Users
HHs
Typically Avoid Watching TV Commercials, Agr (A)
30,196,386
95.35
106
Do Some Sport/Exercise Once a Week, Agr (A)
35,371,357
111.69
106
Rely on Radio to Keep Me Informed, Agr (A)
16,259,002
51.34
106
How I Spend Time Is More Important than Money, Agr (A)
37,748,350
119.20
106
Prefer Specialty Store because Employee Knowledge, Agr

(A)
19,727,589
62.29
105
Interested in The Arts, Agr (A)
26,083,792
82.36
105
Advertising to Kids Is Wrong, Agr (A)
26,546,924
83.83
105
Like Spending Most Time Home with Family, Agr (A)
41,672,934
131.59
105
People Have a Duty to Recycle, Agr (A)
35,159,057
111.02
105
Listen Less to Non-Internet Radio because of Internet, Agr

(A)
11,369,804
35.90
105
Prefer Specialty Stores because Have Best Brands, Agr (A)
12,974,972
40.97
105
Always Look for Special Offers, Agr (A)
36,668,696
115.79
105
Try to Buy Goods Produced by Own Country, Agr (A)
30,844,439
97.40
105
Only Go Shopping to Buy Something I Really Need, Agr (A)
41,695,330
131.66
104
Prefer to Buy Products from Specialty Stores, Agr (A)
17,035,581
53.79
104
Rely on Newspaper to Keep Me Informed, Agr (A)
18,188,452
57.43
104
Consider Myself a Creative Person, Agr (A)
39,055,564
123.32
104
Rely on TV To Keep Me Informed, Agr (A)
28,532,223
90.10
104
Would Pay More for Environmentally Friendly Products, Agr

(A)
19,352,668
61.11
104
Consider Myself a Spiritual Person, Agr (A)
36,690,686
115.86
104
Always Look for Brand Name, Agr (A)
20,225,985
63.87
104
My Faith is Really Important to Me, Agr (A)
35,869,804
113.26
103
100
Index
41
Like to Stand Out in a Crowd, Agr (A)
14,588,571
46.07
103
Rely On Magazines to Keep Me Informed, Agr (A)
8,803,102
27.80
103
Ban Products that Pollute, Agr (A)
19,940,381
62.96
102
Choose Transportation that is Environmentally Friendly, Agr

(A)
12,986,263
41.00
101
Lifestyle Title
Count
Users
HHs
Have a Conservative Dress Style, Agr (A)
33,870,487
106.95
106
Function is Most Important Factor in Clothes I Buy, Agr (A)
39,036,131
123.26
106
Always Look for Favorite Brands First,Agr (A)
26,769,921
84.53
106
Everything I Wear Is the Highest Quality, Agr (A)
16,549,665
52.26
105
Comfort is Most Important Factor In Clothes I Buy, Agr (A)
51,737,000
163.37
104
Every Season I Buy the Latest Fashions, Agr (A)
7,461,459
23.56
104
Budget Allows to Buy Designer Clothes (A)
2,416,027
7.63
104
Clothes at Discount Store as Good as Department Store,

Agr (A)
34,131,456
107.77
104
Really Enjoy Clothes Shopping, Agr (A)
20,406,426
64.44
103
Like to Keep Up With Latest Fashions, Agr (A)
4,743,873
14.98
102
Designer Label Improves Person's Image, Agr (A)
7,870,424
24.85
102
Buy Children's Clothing,$400+/yr (H)
5,104,638
16.12
101
First Among Friends to Try New Styles, Agr (A)
2,131,975
6.73
100
Lifestyle Title
Count
Users / 100 HHs
Index
Use Online for Finance/Stock,1mo (A)
7,125,775
22.50
114
Internet Active at Work, Quintile 1 (A)
5,301,914
16.74
112
Use Online for Airline/Car/Hotel Informatn,1mo (A)
16,667,783
52.63
112
Use Online for Shopping Info,1mo (A)
16,221,883
51.22
110
Lifestyle Category: Apparel & Jewelry

/
100
Index
Lifestyle Category: Electronics & Internet
42
Internet Active at Home/Work, Quintile 1 (A)
10,823,314
34.18
110
Use Online for Shopping (Made Purchase),1mo (A)
18,408,261
58.13
110
Use Online for Banking,1mo (A)
28,132,254
88.83
110
Use Online to Read Magazines/Newspapers,1mo (A)
11,474,907
36.23
110
Own Apple PC (H)
3,360,284
10.61
110
Use Online for Medical Service/Information,1mo (A)
9,877,068
31.19
109
Internet Active at Home, Quintile 1 (A)
10,402,408
32.85
109
Internet is First Place Look for Info (A)
19,135,399
60.42
108
Own 2+ PCs (H)
14,673,091
46.33
108
Use Online for E-Mail,1mo (A)
43,224,150
136.49
108
Have Home Network (H)
11,552,781
36.48
107
Has Satellite Radio System (H)
4,003,129
12.64
107
Use Online for Message Board,1mo (A)
6,680,894
21.10
106
Internet is My Primary Entertainment Source (A)
5,976,008
18.87
106
Love to Buy New Gadgets and Appliances, Agr (A)
16,827,330
53.13
105
Shop For Best Deal in Electronic Equip, Agr (A)
36,757,868
116.07
105
Use Online to Download Movies,1mo (A)
5,090,264
16.07
105
Use Online for Online Games,1mo (A)
13,966,001
44.10
105
First to Have New Electronic Equipment, Agr (A)
7,396,355
23.36
104
Internet is My Family Primary Entertainment Source (A)
4,568,358
14.43
104
Use Online for Chat Forum,1mo (A)
5,046,009
15.93
103
Own a PC (H)
26,469,620
83.58
102
Price Not Issue for Hi-Tech (A)
2,239,018
7.07
97
Lifestyle Title
Count
Users / 100 HHs
Index
Buy Food/Perishables by Internet,1yr (A)
1,930,831
6.10
107
Like Trend Towards Healthier Fast Food, Agr (A)
33,202,945
104.84
106
Enjoy Eating Foreign Foods, Agr (A)
29,546,057
93.30
106
Lifestyle Category: Food & Beverages
43
Often Swayed by Coupons to Try New Food, Agr (A)
21,848,843
68.99
105
Like to Try New Recipes, Agr (A)
35,458,016
111.96
105
Often Snack Between Meals, Agr (A)
41,448,042
130.88
105
Try to Eat Gourmet Food Whenever I Can, Agr (A)
12,458,901
39.34
105
Like to Try Out New Food Products, Agr (A)
32,114,391
101.41
104
Eat Foods I Like Regardless of Calories, Agr (A)
37,555,166
118.59
104
Like to Try New Drinks, Agr (A)
20,528,506
64.82
104
Really Enjoy Cooking, Agr (A)
33,252,632
105.00
104
Nutritional Value Most Important in Food I Eat, Agr (A)
29,913,337
94.46
104
Easy to Prepare Foods Are My Favorite, Agr (A)
32,281,456
101.93
104
Usually Only Snack on Healthy Foods, Agr (A)
17,246,407
54.46
104
Usually First to Try New Food Products, Agr (A)
12,010,898
37.93
103
Drink Energy Drinks (A)
11,026,253
34.82
103
Often Eat Frozen Dinners, Agr (A)
10,904,824
34.43
101
Prefer Fast Food To Home Cooking, Agr (A)
5,349,257
16.89
100
Lifestyle Category: Sports & Leisure
44
Lifestyle Title
Count
Users
/ 100
HHs
Index
Belong to a Country Club (A)
1,138,134
3.59
116
Belong to an Arts Association

(A)
2,264,176
7.15
113
Belong to a Civic Club (A)
1,014,929
3.20
111
Go Power Boating,1yr (A)
4,588,536
14.49
111
Go to Live Theater,1yr (A)
13,496,234
42.62
111
Go Backpacking/Hiking,1yr (A)
9,304,266
29.38
110
Do Weight Training,1yr (A)
12,408,247
39.18
110
Go to Museum,1yr (A)
14,872,085
46.96
110
Go to Rock/Pop Concert,1yr
(A)
9,181,727
28.99
110
Go Downhill/Cross
Snow Skiing,1yr (A)
Country
3,478,128
10.98
110
Go Bicycling,1yr (A)
9,378,552
29.61
110
Belong to a Union (A)
4,362,903
13.78
110
Belong to an Environmental
Organization (A)
1,236,608
3.90
109
Go
to
Music/Dance
Performance,1yr (A)
22,810,312
72.03
109
Go to Beach/Lake,1yr (A)
25,009,163
78.97
109
Belong to a Religious Club (A)
943,857
2.98
108
Go to Movies,6+ Times,3mo
(A)
3,476,745
10.98
108
Do Gardening (A)
20,429,163
64.51
108
Do Photography,1yr (A)
12,783,809
40.37
108
Go Hunting,1yr (A)
5,820,858
18.38
108
Go Jogging/Running,1yr (A)
13,360,171
42.19
108
Exercise,5+ Times/wk (A)
7,565,586
23.89
108
Do Aerobics,1yr (A)
7,722,769
24.39
107
Go Walking for Exercise,1yr

(A)
28,001,936
88.42
107
Go to Yoga,1yr (A)
6,765,831
21.36
107
Go Fresh Water Fishing,1yr

(A)
10,802,206
34.11
106
Go Salt Water Fishing,1yr (A)
4,862,721
15.35
106
Go Bowling,1yr (A)
14,785,651
46.69
106
Go Camping,1yr (A)
10,050,697
31.74
106
Go Sailing,1yr (A)
2,213,067
6.99
106
Go to Gambling Casino,1yr
(A)
19,523,153
61.65
105
Belong to a Human Rights

Organization (A)
720,308
2.27
105
Enjoy Entertaining People at

Home (A)
13,812,442
43.61
105
45
Belong to a Veterans Club (A)
2,393,441
7.56
105
Have Conservative
(A)
Outlook
9,392,634
29.66
104
Do
Painting/Drawing/Sculpting,1yr
(A)
6,296,944
19.88
104
Have Liberal Outlook (A)
4,391,021
13.87
103
Play Any Lottery,1+ Times/wk

(A)
8,072,688
25.49
101
Prepared On: Wed, 9 Apr 2014

PRIZM, 2013 2013 EXPERIAN Marketing Solutions, Inc. All Rights Reserved.
2013 The Nielsen Company. All rights reserved.
46
APPENDIX III SUPPLEMENTAL PROFILE INFORMATION ON TARGET CONSUMERS

US Young Drinkers:
21~34 years old urban/suburban living male and female who consume spirits products on a
regular bases. They have great diversity on culture and background; use multiple digital media
at the same time; interested in topics or activities that involve technology, creativity, and social
benefits.
Sub Segments
we defined:
1. Drink Explorers
2. Experienced Pros
3. Home Drinkers
Short
description
Most likely to be students

who just turn 21. They are
new and excited about all
sorts of drinks, and constantly
exploring new drinks and
brands.
Yuppies that work and live

in the city. They are
building preferences and
loyalty on drink brands,
and are looking for
exclusive emotional
connections and identity.
Emerging families
who drink on the
weekend for the
purpose of
relaxing, or on
holidays for
celebrating.
Drinking
occasions
Dorms, Parties, Bars
Bars, Restaurants, Home
Mostly Home
Dinking
frequency
Weekly
Weekly and more often
Weekly to
monthly
Special
moments
College party
Breaking up
Graduation
Job promotion
Start own company
Business occasion
House party
Relationship
Getting engaged
Getting married
Bachelors party
House warming
Birthdays
Key messages
to
communicate
Jim Beam is cooler

than other drinks
Jim Beam is fun to
drink
Use your
imagination/creativity
on how to drink Jim
Beam
Jim Beam is the

worlds finest
bourbon
Celebrate or cry
with Jim Beam
A brand fits all
your lifestyle
Be your real self
Jim Beam
is a family
with more
than 200
years
history
A brand
you can
rely on
Information that can use as reference of sub-segment 1 and 2 can be found in Nielsen PRIZM
life stage group 02 Young Achievers, sub-segment 3 in PRIZM group 05 Young Accumulators.
47
APPENDIX IV - PRIZM SEGMENT GROUP DETAILS

02 Young Achievers
Young, hip singles are the prime residents of Young Achievers, a life stage group of twentysomethings who've recently settled in metro neighborhoods. Their incomes range from workingclass to well-to-do, but most residents are still renting apartments in cities or close-in suburbs.
These seven segments contain a high percentage of Asian singles, and there's a decidedly
progressive sensibility in their tastes as reflected in the group's liberal politics, alternative
music, and lively nightlife. Young Achiever segments are twice as likely as the general
population to include college students living in group quarters.
US Households: 12,293,349
Median Household Income: $50,633
05 Young Accumulators
Compared to the Accumulated Wealth group, the five segments in Young Accumulators are
slightly younger and less affluent than their upscale peers. Ethnically diverse, these households
include an above-average number of Hispanic and Asian Americans. Adults typically have
college educations and work a mix of white-collar managerial and professional jobs. Found
mostly in suburban and exurban areas, the large families in Young Accumulators have
fashioned comfortable, upscale lifestyles in their mid-sized homes. They favor outdoor sports,
kid-friendly technology and adult toys like campers, powerboats, and motorcycles. Their media
tastes lean towards cable networks targeted to children and teenagers.
US Households: 9,848,422
Median Household Income: $69,944
48
PRIZM Reports: PRIZM Target Group Lifestyle Report

PRIZM Lifestage Group: Y2 - Young Achievers
Lifestyle Title
Total Count Users /
100
HHs
Listen Less to Non-Internet Radio
40,796,070 34.22
because of Internet, Agr (A)
Choose Transportation that is
48,370,199 40.58
Environmentally Friendly, Agr (A)
Would Pay More for
70,024,103 58.74
Environmentally Friendly Products,
Agr (A)
Like to Stand Out in a Crowd, Agr
53,245,520 44.67
(A)
Ban Products that Pollute, Agr (A)
73,481,518 61.64
Prefer Specialty Stores because
46,682,027 39.16
Have Best Brands, Agr (A)
Interested in The Arts, Agr (A)
93,119,176 78.12
Prefer to Buy Products from
61,397,738 51.51
Specialty Stores, Agr (A)
Rely On Magazines to Keep Me
32,224,785 27.03
Informed, Agr (A)
Prefer Specialty Store because
70,416,832 59.07
Employee Knowledge, Agr (A)
Consider Myself a Creative Person, 141,117,666 118.38
Agr (A)
Do Some Sport/Exercise Once a
125,444,004 105.23
Week, Agr (A)
Always Look for Brand Name, Agr
73,292,970 61.48
(A)
People Have a Duty to Recycle, Agr 126,105,590 105.79
(A)
Only Go Shopping to Buy
150,233,591 126.03
Something I Really Need, Agr (A)
Always Look for Special Offers, Agr 131,939,089 110.68
(A)
Rely on Radio to Keep Me
57,862,269 48.54
Informed, Agr (A)
Rely on TV To Keep Me Informed,
103,096,080 86.49
Agr (A)
How I Spend Time Is More
134,660,685 112.96
Important than Money, Agr (A)
Like Spending Most Time Home
149,178,432 125.14
Group
Count
5,318,859
%Total Users / Index

100
HHs
13.04 43.27 126
5,471,008
11.31 44.50
110
7,853,260
11.22 63.88
109
5,892,424
11.07 47.93
107
7,882,461
4,967,455
10.73 64.12
10.64 40.41
104
103
9,305,931
6,100,338
9.99
9.94
75.70
49.62
97
96
3,171,295
9.84
25.80
95
6,763,936
9.61
55.02
93
13,491,635 9.56
109.75 93
11,816,295 9.42
96.12
91
6,814,676
9.30
55.43
90
11,714,839 9.29
95.29
90
13,745,794 9.15
111.81 89
12,012,662 9.10
97.72
88
5,238,693
9.05
42.61
88
9,092,922
8.82
73.97
86
11,826,111 8.78
96.20
85
13,073,062 8.76
106.34 85
49
with Family, Agr (A)

Advertising to Kids Is Wrong, Agr (A)
Typically Avoid Watching TV
Commercials, Agr (A)
Consider Myself a Spiritual Person,
Agr (A)
My Faith is Really Important to Me,
Agr (A)
Try to Buy Goods Produced by Own
Country, Agr (A)
Rely on Newspaper to Keep Me
Informed, Agr (A)
94,918,124 79.62
106,931,529 89.70
8.72
8.59
67.31
74.75
85
83
132,845,199 111.44 11,107,115 8.36
90.35
81
130,547,566 109.51 10,819,044 8.29
88.01
80
111,064,245 93.17
8,623,310
7.76
70.15
75
65,602,744
4,882,884
7.44
39.72
72
55.03
PRIZM Reports: PRIZM Target Group Lifestyle Report

PRIZM Lifestage Group: F2 - Young Accumulators
Lifestyle Title
Total Count
Users /
100
HHs
Listen Less to Non-Internet
40,796,070
34.22
Radio because of Internet,
Agr (A)
Do Some Sport/Exercise
125,444,004 105.23
Once a Week, Agr (A)
Typically Avoid Watching TV
106,931,529 89.70
Commercials, Agr (A)
Rely on Radio to Keep Me
57,862,269
48.54
Informed, Agr (A)
Like Spending Most Time
149,178,432 125.14
Home with Family, Agr (A)
Prefer Specialty Store
70,416,832
59.07
because Employee
Knowledge, Agr (A)
Prefer to Buy Products from
61,397,738
51.51
Specialty Stores, Agr (A)
Always Look for Special
131,939,089 110.68
Offers, Agr (A)
My Faith is Really Important 130,547,566 109.51
to Me, Agr (A)
Prefer Specialty Stores
46,682,027
39.16
because Have Best Brands,
Agr (A)
Interested in The Arts, Agr
93,119,176
78.12
(A)
50
8,274,801
9,189,813
Group
Count
4,877,206
%Total Users / Index

100
HHs
11.96 49.52
145
14,657,779 11.68
148.83 141
12,187,707 11.40
123.75 138
6,591,368
66.93
11.39
138
16,897,339 11.33
171.57 137
7,930,639
11.26
80.53
136
6,879,582
11.20
69.85
136
14,684,260 11.13
149.10 135
14,463,806 11.08
146.86 134
5,164,987
52.44
11.06
10,214,280 10.97
134
103.71 133
People Have a Duty to

126,105,590 105.79 13,747,370
Recycle, Agr (A)
How I Spend Time Is More
134,660,685 112.96 14,597,078
Important than Money, Agr
(A)
Consider Myself a Spiritual
132,845,199 111.44 14,163,531
Person, Agr (A)
Always Look for Brand
73,292,970
61.48
7,778,064
Name, Agr (A)
Like to Stand Out in a Crowd, 53,245,520
44.67
5,574,475
Agr (A)
Choose Transportation that
48,370,199
40.58
5,007,952
is Environmentally Friendly,
Agr (A)
Only Go Shopping to Buy
150,233,591 126.03 15,527,010
Something I Really Need, Agr
(A)
Consider Myself a Creative
141,117,666 118.38 14,553,773
Person, Agr (A)
Advertising to Kids Is Wrong, 94,918,124
79.62
9,770,996
Agr (A)
Rely on TV To Keep Me
103,096,080 86.49
10,559,972
Informed, Agr (A)
Rely On Magazines to Keep
32,224,785
27.03
3,235,223
Me Informed, Agr (A)
Would Pay More for
70,024,103
58.74
6,981,621
Environmentally Friendly
Products, Agr (A)
Try to Buy Goods Produced
111,064,245 93.17
10,434,242
by Own Country, Agr (A)
Ban Products that Pollute,
73,481,518
61.64
6,833,571
Agr (A)
Rely on Newspaper to Keep
65,602,744
55.03
6,075,445
Me Informed, Agr (A)
Prepared On: Fri, 2 May 2014
PRIZM, 2013
2013 EXPERIAN Marketing Solutions, Inc. All Rights Reserved.
10.90
139.59 132
10.84
148.22 131
10.66
143.82 129
10.61
78.98
128
10.47
56.60
127
10.35
50.85
125
10.34
157.66 125
10.31
147.78 125
10.29
99.21
10.24
107.23 124
10.04
32.85
122
9.97
70.89
121
9.39
105.95 114
9.30
69.39
113
9.26
61.69
112
125
51
APPENDIX V - MARKET POTENTIAL FOR AMERICAN BOURBON DRINKERS

Alcohol & Tobacco:
Drink Bourbon (A)
United States by
DMA
52
Geo
Code
Market Name
Base
Count
Base
Count
%Comp
Estimated
Users
Estimated
Users
%Comp
Users
/ 100
HHs
Market
Potential
Index
511
Washington et
al, DC-MD
2,481,115
2.08
761,521
2.41
30.69
116
747
Juneau, AK
31,315
0.03
9,290
0.03
29.67
112
743
Anchorage,
AK
168,626
0.14
49,871
0.16
29.58
111
506
Boston et al,
MA-NH
2,501,303
2.10
727,615
2.30
29.09
110
512
Baltimore, MD
1,128,878
0.95
327,058
1.03
28.97
109
533
Hartford
&
New Haven,
CT
1,034,324
0.87
299,533
0.95
28.96
109
807
San Francisco
et al, CA
2,654,810
2.23
762,105
2.41
28.71
108
613
MinneapolisSt. Paul, MN
1,800,502
1.51
508,901
1.61
28.26
106
745
Fairbanks, AK
42,087
0.04
11,865
0.04
28.19
106
635
Austin, TX
767,383
0.64
216,091
0.68
28.16
106
819
SeattleTacoma, WA
1,966,046
1.65
553,597
1.75
28.16
106
828
MontereySalinas, CA
244,289
0.20
68,434
0.22
28.01
105
584
Charlottesville,
VA
79,879
0.07
22,368
0.07
28.00
105
504
Philadelphia,
PA
3,043,598
2.55
851,955
2.69
27.99
105
825
San
CA
1,120,442
0.94
312,301
0.99
27.87
105
524
Atlanta, GA
2,416,013
2.03
672,934
2.13
27.85
105
556
RichmondPetersburg,
572,186
0.48
158,397
0.50
27.68
104
Diego,
VA
744
Honolulu, HI
466,705
0.39
128,879
0.41
27.61
104
770
Salt Lake City,

UT
982,078
0.82
270,821
0.86
27.58
104
Quintile 1
23,501,579
19.72
6,713,538
21.20
28.57
108
501
New York, NY
7,742,613
6.50
2,125,089
6.71
27.45
103
751
Denver, CO
1,661,527
1.39
453,860
1.43
27.32
103
602
Chicago, IL
3,589,014
3.01
979,471
3.09
27.29
103
616
Kansas
MO-KS
965,355
0.81
262,716
0.83
27.21
102
560
Raleigh et al,
NC
1,177,155
0.99
319,319
1.01
27.13
102
855
Santa Barbara
et al, CA
247,915
0.21
67,179
0.21
27.10
102
623
Dallas-Ft.
Worth, TX
2,661,865
2.23
720,008
2.27
27.05
102
515
Cincinnati, OH
912,131
0.77
246,653
0.78
27.04
102
538
Rochester, NY
417,659
0.35
112,718
0.36
26.99
102
523
Burlington
al, VT-NY
et
345,380
0.29
93,158
0.29
26.97
102
544
Norfolk et al,
VA
728,751
0.61
196,405
0.62
26.95
101
611
Rochester
al, MN-IA
150,815
0.13
40,628
0.13
26.94
101
519
Charleston,
SC
328,874
0.28
88,394
0.28
26.88
101
716
Baton Rouge,
LA
343,358
0.29
92,183
0.29
26.85
101
609
St. Louis, MO
1,271,591
1.07
341,386
1.08
26.85
101
566
Harrisburg
al, PA
770,378
0.65
206,594
0.65
26.82
101
669
Madison, WI
398,270
0.33
106,773
0.34
26.81
101
Quintile 2
23,712,651
19.90
6,452,535
20.38
27.21
102
618
Houston, TX
2,293,642
1.92
614,826
1.94
26.81
101
862
Sacramento et
al, CA
1,444,289
1.21
386,051
1.22
26.73
101
City,
et
et
53
54
517
Charlotte, NC
1,173,022
0.98
313,510
0.99
26.73
101
758
Idaho Falls et
al, ID-WY
133,254
0.11
35,605
0.11
26.72
101
535
Columbus, OH
961,872
0.81
256,891
0.81
26.71
101
675
PeoriaBloomington,
IL
256,093
0.21
68,235
0.22
26.64
100
652
Omaha, NE
432,092
0.36
114,944
0.36
26.60
100
509
Ft. Wayne, IN
277,328
0.23
73,742
0.23
26.59
100
521
Providence et
al, RI-MA
627,243
0.53
166,753
0.53
26.59
100
659
Nashville, TN
1,048,249
0.88
278,635
0.88
26.58
100
546
Columbia, SC
414,340
0.35
110,035
0.35
26.56
100
810
Yakima et al,
WA
245,874
0.21
65,272
0.21
26.55
100
691
Huntsville
al, AL
407,021
0.34
108,017
0.34
26.54
100
505
Detroit, MI
1,895,362
1.59
502,514
1.59
26.51
100
532
Albany et al,
NY
570,587
0.48
151,024
0.48
26.47
100
679
Des MoinesAmes, IA
446,778
0.37
118,054
0.37
26.42
99
641
San
TX
Antonio,
917,362
0.77
241,806
0.76
26.36
99
803
Los
CA
Angeles,
5,806,202
4.87
1,529,104
4.83
26.34
99
811
Reno, NV
281,439
0.24
74,062
0.23
26.32
99
642
Lafayette, LA
239,358
0.20
62,966
0.20
26.31
99
529
Louisville, KY
690,349
0.58
181,399
0.57
26.28
99
520
AugustaAiken, GA-SC
268,524
0.23
70,519
0.22
26.26
99
500
PortlandAuburn, ME
416,066
0.35
109,202
0.34
26.25
99
630
Birmingham et
al, AL
743,315
0.62
194,899
0.62
26.22
99
561
Jacksonville,
FL
688,210
0.58
180,362
0.57
26.21
99
et
718
Jackson, MS
345,230
0.29
90,456
0.29
26.20
99
503
Macon, GA
251,700
0.21
65,949
0.21
26.20
99
752
Colorado
Sprgs et
CO
365,102
0.31
95,653
0.30
26.20
99
23,639,903
19.84
6,260,484
19.77
26.48
100
al,
Quintile 3
United States by DMA

Alcohol & Tobacco: Drink Bourbon (A)
Prepared On: Wed, 9 Apr 2014

PRIZM, 2013
2013 EXPERIAN Marketing Solutions, Inc. All Rights Reserved.
2006 - 2013 TomTom
55
APPENDIX VI - FULL SURVEY RESULTS

(deleted for confidential)
56
APPENDIX VII - FIVE FORCES INDUSTRY ANALYSIS

Whiskey is the largest segment (30%) in US Distilleries industry which is a highly concentrated
(oligopoly) industry still in its growth phase. Profit margin is 8.1%, and marketing expenditure is
15%.
The industry is facing relatively low threats from new entrants due to high capital intensity, high
regulation, built brand power, and economies of scale and scope in established marketcontrolling large companies. However, the industry is facing great threats from substitutes from
multiple levels. Considering whiskey segment, other spirits such as vodka and rum are the
major threats due to taste and versatility; follows by other alcoholic beverages such as beer and
wine which also fit most drinking occasions; lastly soft drinks are also considered substitutes
for a share of wallet.
On the other dimension, the industry doesnt facing substantial bargaining power from the
suppliers side, as long as the economy and climate are stable. However, bargaining power of
buyers such as wholesalers and major retailers are strong. Especially in the case that spirits
products require licensed distributors to supply licensed retailers and liquor stores, the
bargaining power of distributors is even stronger.
Influenced by the above forces, the rivalry of this industry is not very high in terms of price
competition, especially in whiskey segment where premium price is positively associated with
high quality. Noticeably, the distilleries industry especially whiskey segment is under rapidly
growth. New entrants are entering niche markets despite the high entry barriers because new
demand is generating somewhere every day. Thus massive efforts on branding, differentiating,
and diversifying become key strategies for major brands to compete on a national level.
57
APPENDIX VIII POWERPOINT PRESENTATION
Masterbrand Analysis &

Recommendations
BY
STEPHANIE AUGUSTINE
DANFENG DONG
LULU HONG
KATY OCONNOR
About Beam
Founded in 1740
Family Owned for 7
Generations
White Label - Flagship
product
Our Approach: MasterBrand

Create a distinct personality
Create brand relationships
Embody one vision
Make them love us!
58
MARKET ANALYSIS
Market Environment & Competition
Market Analysis/Industry Overview

Industry Structure
Annual Growth 09-14
Life Cycle Stage

Growth
Revenue Volatility Medium
Capital Intensity
High
Industry Assistance Low
Concentration
Medium
Regulation
Heavy
Technology Change Low
Barriers to Entry
High
Globalization
High
Competition Level High
1.6%
Annual Growth 14-19
4.6%
Revenue
$8.8bn
Businesses
222
Profit
$715.5m
Profit Margin
8.1%
Marketing Expenditure
15%
59
Key Drivers
Source: Mintel
SWOT
Positive
Negative
Internal
Strengths
Weakness
Key Player of the Market
Unclear Brand Personality
Strong Brand Equity
Unclear Targeting Segments
Nationwide Marketing Channel
Unwanted Brand Associations
Financial Support
Taste Preference/ Acceptance
External
Opportunities
60
Threats
Market Growth
Limitations in Production
Stable Competition Landscape
Limitation in Distribution
Cultural Acceptance
Limitation in Marketing
Brand Loyalty
High Substitution Treats
Competition
Unflavored: Jack Daniels
Pros: Popular call drink, established marketing, distinct personality

Cons: Whiskey vs. Bourbon
Flavored: Fireball
Pros: Positive brand image, organic growth, high customer engagement, growing
catagory, appeal to younger pallet
Cons: No backing by major brand name
Other: Clear Spirits
Pros: Popular with younger crowd, many flavored varients

Cons: Boring, mundane, everyone is drinking it
Target Audience
Demographic
Primary: Males (60%)
Secondary: Females (40%)
Ages 21-35
Casting a wide net for
Masterbrand
Target Audience
Psychographic
Confident, bold, and outgoing
Fun, and independent
Price conscious, but willing to pay
for quality product
61
Objectives and Measurements

Reshape Brand Image
Objective
Marketing
Strategy
Measurement
Raise Brand Awareness
Create positive emotional

attachment to the brand
Differentiate JB from its
competitors
Survey and focus group interview on

brand perception
Increase Sales
Raise the exposure of brand name

Increase involvement and
communication with customer
Increase availability
Better shelf-space and
placement
Trained salespersons
recommendation
Conduct survey and compare to

benchmark key competitors
Track monthly sales number

and reach sales goal
Media Selection
Advertising
Buzz
Social Media
Product Placement
Event
Lifestyle
PR
Sales Promotion
Jim Beam Budget & Timeline

Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Total
Marketing Communications
Buzzfeed
$ 100,000
Virgin America Partnership
Brand Ambassadors
$ 100,000
$ 100,000
65,334
$ 100,000
$ 100,000
$ 65,334 $ 65,333 $
7,200 $
7,200 $
7,200 $
7,200 $
7,200 $
7,200 $
7,200 $
65,333
$ 65,333 $
7,200 $
7,200 $
Product Placement
7,200 $
600,000
65,333 $
392,000
7,200 $
7,200 $
86,400
$ 60,000 $ 60,000 $
80,000 $
200,000
App Upgrade (I'm Beam)
25,000
In-store Marketing
$ 150,000 $ 50,000 $ 150,000 $ 50,000 $ 50,000 $ 75,000 $ 150,000 $ 150,000 $
25,000
75,000 $ 50,000 $ 75,000 $
75,000 $
1,100,000
Radio Ads
30,000 $ 30,000 $ 30,000 $
30,000 $
360,000
500,000
30,000 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $
Local Concerts
30,000 $
$ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000
Major Festival
1,000,000
$ 1,000,000 $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 1,000,000 $ 1,000,000 $ 500,000 $ 500,000 $ 1,000,000 $
$ 1,000,000
8,000,000
Magazines
1,741,477
25,000 $ 538,246
$ 253,890
$ 10,000
$ 10,000
What's the Passcode

Streaming TV ads
$ 950,000 $ 950,000
$
Timeline
$ 297,735
$ 10,000
$ 47,500 $ 47,500 $ 47,500 $
PR Campaign
Total Marketing Budget
$2,352,534 $2,075,446
$797,200
$687,200
$ 626,606
10,000
$
$
10,000 $
50,000
190,000
$ 950,000 $ 950,000 $ 950,000 $
4,750,000
47,500
$844,700 $1,078,924 $1,010,033
Type
Buzzfeed
$1,400,033
Total for campaign

Package
600,000 4-5 posts
$2,519,935 $1,597,200 $2,414,139
$2,217,533
$18,994,877
Cost per
Frequency
100,000 2 posts per month
Magazines
Design
Game Informer
Maxim
ESPN
Cosmo
Glamour
Magazines Total
App Upgrade
In-store Marketing
Radio Ads
Local Concerts
Major Festival
Product Placement
Brand Ambassadors
Virgin Airlines
Design
Make it an Epic Night with Jim Beam Total
What's the Passcode
Design
Prizes (SWAG)
What's the Passcode Total
Streaming TV ads
Design & Production
Hulu
YouTube
Streaming TV ads (2 spots) Total
PR Campaign
CAMPAIGN TOTAL
62
$ 100,000
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
25,000
372,296
253,890
254,310
595,470
240,511
1,741,477
25,000
1,100,000
360,000
500,000
1,000,000
8,000,000
200,000
86,400
392,000
$
$
$
$
5,000
35,000
10,000
50,000
$
$
$
$
$
10,000
40,000
40,000
100,000
190,000
$
$
$
$
$
$
250,000
2,500,000
2,000,000
4,750,000
18,994,877
Full Page
Full Page
Full Page
per ad
Full Page
$
$
$
$
$
All major retail

per concert
$
$
per episode
hourly
3 months
$
$
$
186,148
253,890
508,620
297,735
240,511
December - 2 full pages (spread)

November - Full page
Jun - 2 full pages (spread)
February, September. Two ads
February full page ad
Year-round
30,000 Monthly
50,000 2/month (april-aug)
Spread over year
20,000 10 episodes
12 15 hrs/week - 10ppl
196,000 Summer and winter holidays
Year-round; holidays and events
MARKETING &
CREATIVE VISION
Key Selling Ideas

CAMPAIGN POSITIONING STATEMENT
For young American drinkers, Jim Beam is the brand of whiskey that is with you at
every milestone of your life. As the most established and best-selling brand of
Kentucky bourbon in the world, that has been consistently setting new standards in
bourbon-making for seven generations, Jim Beam is the preferred brand of bourbon
to enjoy through all the high points of your life.
Family
Life-stage transitions
Authenticity
Supportive
Encouraging
Positive
Love
Faith
approachable
Good or bad times

High or low points
Milestones
Never give up
True to ones self
Proud to stand out
No regret
Key Selling Ideas

TAGLINES
Master tag-line: Make your own history
Additional Taglines:
For all the high points in your life.
4 years take Jim Beam to age a barrel of
worlds finest bourbon. Where will 4 years
take you?
Youre living a colorful life! So is Jim
Beam!
You know what you want. We know you.
63
In-store Marketing
Staff pick!
- Recommendations from a trained staff
Bundle up!
- Cross-sale
Right shelf space and placement
App Upgrade IM BEAM
App Upgrade IM BEAM
BEAM Mixology
Whats BEAMing
JIM BEAM LIVE MUSIC SERIES

SCHEDULE
Richard Ashcroft - Mar 24 in Boston
The Hold Steady - Apr 2 in Cleveland
Tedeschi Trucks Band - Apr 8 in Atlanta
Kid Rock - Apr 16 in Flint, MI
Cold War Kids - Apr 28 in Orlando
Manchester Orchestra - May 14 in Philadelphia
The Fray - May 27 in San Francisco
Grace Potter and the Nocturnals - June 3 in Chicago
Bob Schneider - June 18 in Dallas
O.A.R. - July 9 in Holmdel, NJ
64
Build Association With MUSIC

The TRANSFORMATION Project
Imagine Dragons interviewed March 10, 2010 at Green Valley Ranch
Imagine Dragons 2014 Post-Grammy Party

The TRANSFORMATION Project
Emerging new star
Talented Local Artists
Imagine Dragons interviewed March 10, 2010 at Green Valley Ranch
Imagine Dragons 2014 Post-Grammy Party
65

Music streaming service
Social News and Entertainment Website

200 posts a day
56% of Visitors 18-34
Shared viral content
Keep going!
6MM passengers in 2013

90% of adults order alcohol while traveling
Go Go In-Flight Entertainment
66
TV Placement
Social Media
Brand Ambassadors - The Beam Team

Opinion leaders - Highly influential
Embody the brand image
10 Colleges
University of California
Penn State
Michigan State
Ohio State
Miami University
Syracuse University
University of Georgia
West Virgina University
University of Colorado at Boulder
University of Texas at Austin
Sweeps & Promos

Make it an Epic Night with Jim
Beam
Enter via social media by submitting
photos and videos of consumers of legal
age celebrating milestones in their lives
(graduation, promotion, wedding, etc.).
Mark entries with the hashtag
#JBepicnight
Photos and videos may later be used inads
promoting Jim Beam as the premium
bourbon associated with the best times of
their customers lives.
67
Sweeps & Promos

Whats the Passcode?
At participating locations, place displays

containing QR codes that customers can scan to
be automatically entered for a drawing to win a
grand prize of $10,000.
Upon entering, participants receive:
a secret code phrase that they can say to the
bartender while ordering any drink containing a Jim
Beam product.
a drink recommendation (flavored recipe
suggestion), as well as a prompt to receive further
promotional messages via SMS.
Participants who order the Jim Beam beverage

as suggested will also receive a small
promotional product from the bartender, along
with their drink (hat, keychain, etc).
Magazines
Increased readership
Still prefer to read their favorite magazines in print
Womens fashion, celebrity, and mens health, lad rags
Men
Game Informer
Reaches more men 18-34 than any other magazine
2.7 hours reading each issue
91% of readers have made a purchase after seeing a product in the
magazine
Maxim
49% falls within target demographic
Psychographics match JBs desired brand image
ESPN The Magazine
78% male
250+ index for males ages 18-34
Average reader spends 34 minutes per issue
59% were more likely to consider a brand advertised inside the
issue
Magazines
Women
Cosmopolitan
Fun, fearless, and female
Readership boasts largest number of
women ages 18 34
Estimates 5.42 female readers per
copy
Glamour
2nd highest print circulation among
women
Average age 32.6
Psychographic: funny, smart, focused
Offers 360 perspective on
everything from politics to pop culture
68
Social Media
Leverage Bloggers
Online Tastemakers
Encourage bloggers to tag recipes
(Pinterest, Instagram, etc) that
include a Jim Beam product
Feed the post automatically to Jim Beam
social media outlets, or share manually
via sites like Facebook
Television
Mobile streaming
Target audience loves TV shows,
but wants TV to be wherever they
are
Focus on where they watch: Hulu
& Hulu+, YouTube, etc.
Commercials:
Interactive ads:
Feature user-generated content
from the Make History promotion
Create your own drink; share via
social media
69
PR
Drink Smart video campaign on YouTube and Vimeo
Hashtag #drinksmart tips# and deliver educational content on Facebook, Twitter, Google+,
Instagram and Pinterest.
Remind participants of Drink Smart in each event/ concert/ party etc sponsored by Jim Beam.
Questions
70

JB Plan Book

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JB Plan Book

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Droits d'auteur :

Formats disponibles

Campaign Plan Book

Executive Summary .................................................................................................................................... 1

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JIM BEAM | Campaign Plan Book

Key Player of the Market

Unclear Brand Personality

CULTURAL & SOCIAL

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JIM BEAM | Campaign Plan Book

POLITICAL RESTRICTIONS & LEGAL LIMITATIONS

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For DISCUS member-controlled branded websites:

JIM BEAM | Campaign Plan Book

PROBLEMS AND OPPORTUNITIES

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JIM BEAM | Campaign Plan Book

MARKET & INDUSTRY COMPETITION ANALYSIS

TARGET AUDIENCE PROFILE

JIM BEAM | Campaign Plan Book

MARKETING OBJECTIVES AND STRATEGIES

Create positive emotional attachment and correct association to the brand

Differentiate JB from its competitors

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2. Raise brand awareness

Raise exposure of the brand name

Increase involvement and communication with the customer

Improved shelf-space and placement

Trained salespersons recommendation

JIM BEAM | Campaign Plan Book

Streaming video service

Music streaming service

Lifestyle and experiential marketing

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KEY THEMES IN THE CAMPAIGN

Master tag-line: Make your own history

For all the high points in your life.

Youre living a colorful life! So is Jim Beam!

You know what you want. We know you.

WHAT DOES THIS DO?

Inspires action; gives consumers a push to do something out of the ordinary

JIM BEAM | Campaign Plan Book

Team 2 | LOYOLA UNIVERSITY CHICAGO

JIM BEAM | Campaign Plan Book

Team 2 | LOYOLA UNIVERSITY CHICAGO

JIM BEAM | Campaign Plan Book

JIM BEAM | Campaign Plan Book

Promote the Recipe Book

ALLIANCE MARKETING - MUSIC

JIM BEAM | Campaign Plan Book

Kick-start the project with an announcement on social media and PR

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Create TV commercial(s) featuring a collection of touching and inspiring

JIM BEAM | Campaign Plan Book

PROMOTIONS & ALTERNATIVE MARKETING

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JIM BEAM | Campaign Plan Book

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Make it an Epic Night with Jim Beam

JIM BEAM | Campaign Plan Book

Whats the Passcode

PUBLIC RELATIONS CAMPAIGN

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JIM BEAM | Campaign Plan Book