SAMPLE 1
SAMPLE 2
Excerpt from a Social Media Marketing Campaign for Universal Orlando Resort. The full report is a product of my team’s collaboration in our Social Media Marketing class. I have included my main responsibilities, which were the SWOT Analysis, Campaign Plan, Risks, and Campaign Samples. The Conclusion was a group effort. Presented on April 10, 2019.
Excerpt from a Marketing Campaign targeting the Hispanic market for Walt Disney World Resort. The full report is a product of my final project for my Hispanic Marketing Communication class. I have included the Executive Summary, Situation Analysis, Marketing Goals and Objectives, Target Market Analysis and Positioning, and Marketing Strategy. Presented on April 25, 2020.
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To read the full Campaign Plan, please click here.
Universal Orlando Resort: Spring Break Campaign
Walt Disney World Resort: Hispanic Marketing Campaign
SWOT Analysis
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Universal Orlando Resort presents clear advantages through our strengths and opportunities, as well as areas where improvement of our brand is possible. Our parks are designed to target all ages; however, we are focused more on highlighting a thrill factor for our visitors through our numerous multi-sensory experiences and high energy rides. As a result, we are able to gain an older and more mature audience than our competition, Walt Disney World Resort and SeaWorld Orlando. With the thrill factor as one of our strengths, we are able to use this to capitalize and distinguish ourselves from the competition. Emphasizing the thrill factor consequently lowers the amount of small children in our parks which creates a more desirable environment for our older guests. Our extensive intellectual property, which includes the Harry Potter franchise and the Despicable Me franchise, enables a unique experience at every turn within our three parks. This strength helps boost the excitement around our brand and allows for continued growth through new IP attractions and new IP walk-around characters. We see an opportunity in our location, as Orlando is known for being the ultimate destination for theme park enthusiasts. Orlando’s tourism has grown significantly and continues to increase; there were a record amount of tourists reaching 126.1 million in Florida in 2018 alone (Florida Daily Post). This rise in tourism has led to the extensive expansion of the surrounding areas; thus, Universal’s placement in Orlando is a massive opportunity to capitalize on for further expansion and increased capacity.
With this heightened tourism, our insufficient crowd management, especially in the older and smaller areas of the park, becomes an obvious weakness. We also see a weakness when we compare our fan base with that of the Walt Disney World Resort. Our UO community is much less structured in comparison to the cult-like following of Disney fans. We have tried to rectify this, with fun branded merchandise which promotes UO pride in our guests; however, we lack the nostalgia factor that Disney has so strongly solidified. Furthermore, as Disney presents themselves as a large competitor to our company, their proximity can be seen as both a threat and an opportunity, as discussed earlier. As Orlando is a destination for theme park lovers, Universal must now fiercely compete with Disney and SeaWorld to make sure that our parks are chosen first. Additionally, this growing Orlando market introduces an increase of affordable hotels with easy commutes to the parks. These hotels present a threat to the numerous on-site resorts we offer as we encourage guests to stay with us during their vacation.
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Campaign Plan
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To stimulate ticket sales and surge attendance in March, our off-season, we intend to target U.S. southeastern college students to spend part of their spring break with us at Universal Orlando Resort. To capture this highly segmented audience, we will develop a social media exclusive campaign which will allow us to reach our audience in spaces they already exist while being cost-effective. We will offer a three-day all-inclusive weekend package to college students, verified by UNiDAYS, which will include: admission to one park per day for the three days from 2PM to 2AM, three days and two nights at any of our prime and preferred level hotels, three meals from a wide selection of on-property restaurants, six snack credits, six alcoholic drink vouchers, with an option to upgrade to park-hopper tickets with express passes. The base price will start at $500 with the upgrade only costing $100 more. In the months leading up to March, we plan to unveil and launch the spring break campaign that will span over three main social media platforms: Twitter, Instagram, and Snapchat.
On Twitter, we will create a new account as to not clutter our main Twitter account and to avoid irritating our followers who are not part of our target audience. The new account will host all related information regarding details about this exclusive deal, an in-house customer service team who will answer and clarify any concerns, and any relatable user-generated content we share from our audience. Due to the informal and viral meme-culture present on Twitter, we plan to keep our tone very casual by mimicking how college students commonly use Twitter. In the composition of tweets, capitalization and proper grammar will not be enforced; the use of shorthand language and mainstream slang is our primary interest. Our Twitter team will consist of employees whose ages closely line up with our target audience in order to accurately execute our desired voice. We plan to promote our spring break package by adopting trending meme formats and relating it to our promotion.
On Instagram, we plan to sponsor posts advertising the package to areas surrounding major colleges, such as Tallahassee and Gainesville. By sponsoring the posts rather than posting it directly to our feed, we are able to maintain our Instagram aesthetic while still directly targeting our audience. Most of our Instagram marketing assets, will be obtained through user-generated content and positive reviews. We will create a “Highlight” section pinned to our page that will center around this specific promotion with relevant information and the ability to swipe up to the ticket purchase link. We plan to encourage our audience to use the hashtag “#UniversalBreak” in any pictures they post while at our event or in preparation of it. We also intend to sponsor power middle influencers whose following consists of mainly college students. We want them to utilize the IGTV feature and create mini vlogs displaying the fun they experienced at our event while consistently referencing the hashtag.
On Snapchat, we will design a custom snapchat filter that is active during our event dates throughout the resort that incorporate the hashtag “#UniversalBreak” so that our guests can share their unique experiences with their circle of friends. This will expose our event and promotion to other college students who we may not have been able to reach through our corporate efforts. We will also have a separate snapchat account that display exciting attractions that we believe our audience would enjoy the most. To gain more exposure we will monitor and encourage users to add their snaps to an inclusive story that we can the promote on the Discover page to our target audiences.
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Risks
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The risks of running this spring break campaign include managing potential alcohol abuse, pleasing all consumers, and creating a sense of exclusivity for those who partake in the experience. The involvement of alcohol can increase the risk of unhappy guests and rowdiness. In order to prevent this we will only include 2 drink tickets a day per guest, giving a total of 6 drink tickets for the weekend. Guests will be able to still purchase drinks without the use of the included vouchers; however, the drink specials will not begin until much later in the night. This will also help decrease the amount of concerned parents at the park with their children, as we predict students will not visit the parks until significantly later in the day. Spring break has a reputation for being a chaotic vacationing time; nonetheless, we do not want to deter parents and families to visit during this campaign. We will address this by setting the “spring break” hours from 2 in the afternoon to 2 in the morning. This additionally allows us to grant those spring break consumers a more exclusive experience where they can fully enjoy themselves after park close, without regular day guests.
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Campaign Samples
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Examples of funny and relatable memes we plan to retweet from our new separate Twitter account that include our hashtag “#UniversalBreak.”
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Examples of stories we plan to add to the “#UniversalBreak” highlight on our Instagram.
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Examples of our Snapchat filter and how we expect our audience to use it from the resort.
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Conclusion
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This campaign will be successful for many reasons. For one, we are targeting a market which we have previously catered to with our annual “Grad Bash.” The launch of a spring break event allows us to grow with our consumers, creating loyalty and trust between us, which will ultimately benefit our goal of being recognized as the number one entertainment destination in the world. As this campaign is meant to help us grow with our consumers it also creates a sense of nostalgia and community, something we have not previously been able to directly connect with our park experience and attendance. Social media assists us in creating this effect by encouraging users to participate in using the hashtag to share their experience at the park. This is something that is familiar and very important to college students, as they value the use of social media as a way to share their exciting adventures, as well as, a way to stay connected with friends and family. The launch of “#UniversalBreak” would give Universal Orlando the opportunity to create a strong sense of community, turn our weaknesses into strengths, and take a step closer to becoming the number one entertainment destination.
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References
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Florida Daily Post. (2019, February 23). Record 126.1 Million Tourists for Florida in 2018. Retrieved from https://floridadailypost.com/record-126-million-tourists-florida-2018/
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I. Executive Summary
The Walt Disney World Resort in Orlando, Florida has been creating and spreading magical vacation experiences since 1971. We want to expand our current marketing efforts and direct it towards the Hispanic market in America, which currently make up a little of over one quarter of the nation’s population (U.S. Census Bureau, n.d.). We plan to welcome them to our world-renown theme parks, hotels, and our wide-ranging list of attractions across the resort. To capture this market, we have researched our consumer and their cultural practices to create a relevant marketing strategy that’ll appeal to their needs, as well as, to pinpoint exactly who we want to target. Through the secondary and primary research, we decided to target U.S. Hispanic parents aged 18-54. We have researched our major competitors’ approach to attracting our target market in order to optimize our marketing method. Our overall marketing goal is to see an increase in park attendance of 15% by this target market and a higher brand awareness of vacation affordability of U.S. Hispanics aged 16-50, both within 3 years. We plan on implementing a 20% discount to on-site hotel rooms in the value or moderate hotel category to families of 5 or more for first time on-site hotel guests. We have found, through surveys and secondary research, that many U.S. Hispanic families have not experienced an overnight stay at the Walt Disney World Resort, but that they would be inclined significantly more to do so if a 20% discount was offered. We are using the message of “Now is the time” in our English ads and a translation of “Ahora es la hora” for our Spanish ads. This call-to-action incites a sense of urgency to convince consumers to book the vacation and try out the full Disney experience. We plan to mainly use social media marketing, as U.S. Hispanics are increasingly tech savvy, influencer marketing, and traditional television advertisements. To ensure our marketing strategy is being implemented the way we intend it to, we will check key performance indicators periodically and track website visits to see if we’re on the right track. We hope to influence many U.S. Hispanics to indulge in the magic of Disney.
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II. Situation Analysis
The Walt Disney World Resort has been in operation for about 49 years, they opened their gates to the public on October 1, 1971. The Disney brand has been extremely well received with many households across the globe and is “ranked as the joint-fourth most reputable company in the world” (Watson, 2019). The Walt Disney World Resort has proven to continually remain competitive within the tourism industry in the Florida market. To ensure continued success with the Hispanic market for theme park admission and hotel stays, it is pivotal to create personal and cultural marketing strategies to retain and gain Hispanic consumers. A previous marketing effort by the Walt Disney World Resort directed at Hispanic consumers, was a video series celebration of the Hispanic Heritage Month recognizing Hispanic cast members for their contributions and hard work. The Walt Disney World Resort extensively consist of four unique theme parks, two themed water parks, more than 25 Disney hotels as well as a widespread list of other shopping and entertainment venues across their property (Walt Disney World, n.d.). The basic market need for the Hispanic consumer segment is an affordable family vacation that creates lifetime memories for everyone in the family. The Walt Disney World Resort through their website is able to provide customizable vacation experiences in Spanish catered to specific regions such as Argentina, Peru, Mexico, and many others, displaying the “Disney difference” between their direct competitors.
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a. Analysis of the Internal Environment
The Walt Disney World Resort originated in Central Florida, with their 25,000 acres spreading within the Orange and Osceola counties (Walt Disney World Fun Facts, n.d.). The corporate office for Walt Disney World Resort is in Orlando, Florida, though the company headquarters are in Burbank, California. The WDW Resort employs an estimated 75,000, being the largest employer in Central Florida (Sharing the Magic, 2019). To ensure every employee understands the expected level of customer service, Disney provides extensive training called “Traditions” that explains park and company history and the important role employees play in creating that Disney magic (Beale, 2018). Training will teach new employees how to manage customer relationships and the importance of sensitivity and empathy when interacting with guests. The Walt Disney Company is very intentional with their company culture. For example, they refer to their customers as guests, their employees as cast members, and positions are referred to as roles that can be either on-stage meaning guest facing, or off-stage which does not interact with guests. Tasks are done the “Disney Way” to guarantee consistent levels of satisfaction across the board for both guests and cast members. Disney encourages their cast members to seize the opportunities whenever possible to create a meaningful difference for the guest experience. The Walt Disney Company (DIS) is a publicly traded company and is a part of the Dow Jones Industrial Average since 1991 (Disney Co. Joining Dow Jones Average, 1991). According to their SEC 10-K form, for the 2019 fiscal year, the Parks, Experiences and Products business segment of The Walt Disney Company, which includes the the Walt Disney World Resort, saw an 11% increase from the 2018 fiscal year.
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b. Analysis of the customer environment
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The Walt Disney World Resort is often seen by many as setting the standard for customer experiences and customer relationship management. This is not by chance nor without intention setting and hard work. In order to appropriately asses the proper marketing strategies, it is first necessary to conduct a customer analysis. The present consumers are young to middle-aged white non-Hispanic families with at least one child (Cheatham, 2018). However, we see potential in the Hispanic consumer segment and want to target marketing efforts to tap into that market. From the surveys I conducted, it was revealed that from the respondents which were 86.7% Hispanic, more than half, 56.7% of them have never stayed at the Walt Disney World Resort (Appendix B). We would like to target younger and larger Hispanic families. We want these consumers to experience a magical vacation with admission to all four theme parks as well as on-site hotel accommodations. By vacationing with Disney once, we hope to retain these consumers and build lasting relationships that lead to continued loyal support. To effectively reach these consumers, we have to market to digital platforms where a condensed number of Hispanic consumers are. Additionally, by utilizing the census and other available resources, we will be able to identify locations where the Hispanic population may be dense and be intentional with marketing tactics there. Hispanic consumers are more inclined to buy theme park tickets and hotel accommodations when there is additional disposable income within their budget, as well as a time where children aren’t in school. A huge appeal to purchasing vacation packages at the Walt Disney World Resort for Hispanic consumers is the uninterrupted and enhanced family time promised through the Disney environment. With something for everyone in the family, we hope that choosing this resort may seem like the optimal choice for our target market.
c. Analysis of the external environment
The Walt Disney World Resort competes in a highly saturated market with lots of competition. The direct brand competitors in the Central Florida area include Universal Orlando Resort and SeaWorld Orlando. In addition, some major product competitors include the LEGOLAND Florida Resort and FunSpot America. Major generic competitors are the Orlando Science Museum and TopGolf. Total budget competitors include the ICON Park and Ripley’s Believe It or Not!. Due to Disney’s extreme brand recognition and brand loyalty, our competitors do not pose too much of a threat. However, we do compete for market share and to combat this, we are aggressive in our marketing efforts in order to retain our current market share. The Disney experience is extremely differentiated and impossible to replicate due to strict service standards, licensing laws, and our highly coveted brand nostalgic effect. The unfavorable political climate currently works in our favor. The Walt Disney World Resort serves as an escape of reality as guests enter a world of fantasy for those seeking distraction from the state of the political world. In today age, many American families, including U.S. Hispanic families consist of dual-income households. This allows for a higher standard living, as well as much more disposable income to indulge in family vacations with. Technological advancements have made building interactive and enduring customer relationships, much more seamless to manage. We can directly reach our guests through the My Disney Experience app, through email marketing, as well as through traditional mail marketing tactics. Further technological advancements can enhance these relationships, especially as we try to create them with new Hispanic consumers. In order to maintain an international consumer base, Disney recognizes the unique cultural differences between market segments, and they proactively hire marketers who specialize in marketing to specific segments. The importance of the company voice and consistent messages cannot be lost due to mistranslations between cultures. Disney is a multinational company and they are very careful to take on a global approach in order to appropriately reach the correct audiences in the intended matter.
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IV. Marketing Goals and Objectives
In order to effectively implement a marketing plan targeting the Hispanic consumer segment, it is essential that the marketing goals and objectives align with the overarching Walt Disney Company mission, as well as having all employees aware and working towards these goals and objectives. “The mission of The Walt Disney Company is to entertain, inform and inspire people around the globe through the power of unparalleled storytelling, reflecting the iconic brands, creative minds and innovative technologies that make ours the world’s premier entertainment company.” (The Walt Disney Company, n.d.) The challenge in the past has been demonstrating to U.S. Hispanic consumers that a vacation at the Walt Disney World Resort can be affordable and attainable.
a. Marketing Goals
The Walt Disney World Resort understands the enormous opportunity the Hispanic market presents. The expected buying power of U.S. Hispanics is expected to be 1.72 trillion dollars in 2020 (Statistica, 2016). Now, more than ever, Hispanic marketing efforts will be rolled out with designated and specialized teams to create meaningful and impactful campaigns to attract the Hispanic consumer. The goal to strive for is to increase attendance of U.S. Hispanics by 15% to the Walt Disney World Resort and create higher brand awareness of vacation affordability with this market within 3 years.
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b. Marketing Objectives
To achieve this goal, specific and strategic actions must be taken. In order to achieve higher levels of brand awareness of vacation affordability, we will increase paid advertisements by 30% on social media platforms and other digital advertisement channels to consumer profiles who identify as Hispanic or Latino and the ages between 16-50 for the first 1.5 years of the campaign. “98% of Latinx consumers aged 35+ own a smartphone vs. 92% of the total U.S.” (Nielsen, 2019). U.S. Hispanics are extremely tech savvy and mainly stay connected to their community on social media sites. To assure awareness levels are increasing, placing Walt Disney World Resort ads on places already frequently visited and in front of the right consumers can result in higher success rates. By using programs like Google Ads and Facebook Advertising, directing messages to the correct targeted consumers has never been easier. In order to convert awareness into attendance, we will create vacation packages with the U.S. Hispanic consumer in mind with special offers that make first trips to the resort affordable for big families. Our objective is to increase on-site hotel room bookings by 7% among Hispanic families each year for the campaign duration of 3 years.
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V. Target Market Analysis and Positioning
The primary research I conducted through quantitative surveys allowed for a deeper defining of the target market. I conducted convenience sampling and distributed surveys to my family and close friends on a voluntary basis. There was no known risk from the surveys and no compensation to respondents. With a total of 30 respondents, 86.7% of the respondents self-identified as either Hispanic or Latinx (Appendix B).
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a. Primary Target Market
We are targeting U.S. Hispanic parents who fall in the age range of 18-54. In a study done by New Strategist Publications, American buyers who are buying “movie. theater, amusement park, and other admissions” are within the highest percentages in the age groups “Under 25” with 37.7%, “25 to 34” with 34.4%, “34 to 44” with 35.9%, and “45 to 54” with 32.5%. In the age groups older than 54, the percentages fall below 30% and decrease with higher age. In the same study, in regard to American buyers who are buying “movie. theater, amusement park, and other admissions” Hispanic households are in 3rd place with 24.2%, falling behind Asian and non-Hispanic white and other households (New Strategist Publications, 2010). We want to tap into the Hispanic market and discover why Hispanic households aren’t spending as much on amusement parks as their counterparts. Through this marketing campaign, we hope to increase spending on amusement parks, more specifically at the Walt Disney World Resort, within U.S. Hispanics. Due to the complexities of Hispanic households, with conflicting family dynamics, it is hard to generally determine who is the main decision-maker on entertainment spending. Though many experiences point to a matriarchy of power within Hispanic cultures, it can also be argued that males dominate a significant portion of Hispanic societies (Korzenny, & Korzenny, 2011). In order to avoid mis-generalizations or excluding a critical decision-maker, we are targeting both mothers and fathers during this campaign. We have decided to target parents due to the family-friendly nature of our resort and the child-centric outlook that many U.S. Hispanics have where “children are highly prized in Latino families and considered to be a blessing from God” (Korzenny & Korzenny, 2011, pp. 222-223). From the surveys I conducted to a mainly Hispanic sample, it was found that 63.3% of respondents agreed to a certain extent that the children in their family are considered “spoiled” or overindulged (Appendix B). This works to our advantage as it is more likely that Hispanic families who lean towards indulging in their child’s request, may generate in larger average spending during their vacation at the Walt Disney World Resort.
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b. Positioning
In order to overcome the challenges of unattainability within our target market, we plan to create a positioning statement that highlights the inclusivity within the Walt Disney World Resort and the ability for every family to experience the magic that is a Disney vacation. The Walt Disney World Resort has already successfully positioned the resort as a family friendly environment, that everyone can enjoy. To shift this slightly and directly target Hispanic families, we must highlight the similarities within Hispanic communities and the values within the Walt Disney World Resort to emphasize how well they mesh together. For example, in the Magic Kingdom, a feature attraction, “It’s a small world” displays collectivistic values comparable to those found within Hispanic cultures. The attraction has a “spirit of global unity, understanding, imagination, and peace” (Oh My Disney, 2017) which many bicultural consumers may be able to appreciate and enjoy, especially due to the struggles in defining where “home” is. The positioning statement would frame Walt Disney World Resort as an ideal vacationing option for our target market by overcoming established concerns. For U.S. Hispanic families who are looking to take a family vacation, the Walt Disney World Resort is the perfect match, made possible only through magic. With no one family alike, the Walt Disney World Resort offers personalized vacation packages at the right price to make sure everyone can live out their fairytales. Hispanic families can finally take the vacation they’ve been dreaming of.
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VI. Marketing Strategy
To increase U.S. Hispanic attendance to the Walt Disney World Resort, we will implement a 20% discount to on-site hotel rooms in the value or moderate hotel category to families of 5 or more for first time on-site hotel guests for 3 years. The families of 5 or more was added due to the surveys I conducted, where from the respondents which were 86.7% Hispanic, revealed that over half, 53.3% of respondents reported having 5 or more family members (Appendix B). We will heavily focus on social media marketing to U.S. Hispanics on platforms like Facebook and Instagram with paid advertisements and sponsored posts. Along with our traditional English TV ads, we also want to advertise on mainly Spanish speaking networks with the campaign slogan “Ahora es la hora” which would translate to the English campaign as “Now is the time.” This would urge consumers to take action now in booking their vacation packages to the Walt Disney World Resort.
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References
Beale, L. (2018, February 14). Disney Traditions. Retrieved from https://noreasternewsune.com/1722/global/disney-traditions/
Cheatham, A. (2018, September 6). Measuring Travel Behavior at Walt Disney World. Retrieved from https://www.streetlightdata.com/measuring-travel-behavior-disney-world/
Disney Co. Joining Dow Jones Average. (1991, May 6). Retrieved from https://variety.com/1991/scene/markets-festivals/disney-co-joining-dow-jones-average-99124210/
Kelley, L. D., Sheehan, K., & Jugenheimer, D. W. (2015). Advertising Media Planning : A Brand Management Approach: Vol. Fourth edition. Routledge. http://search.ebscohost.com.proxy.lib.fsu.edu/login.aspx?direct=true&db=nlebk&AN=971616&site=eds-live&scope=site
Korzenny, F., & Korzenny, B. A. (2011). Hispanic marketing: Connecting with the new latino consumer. Retrieved from https://ebookcentral.proquest.com
Legoland Vacations. (2020). Retrieved from https://vacations.legoland.com/florida/booking/package/search.html
New Strategist Publications, I. (2010). American Buyers: Demographics of Shopping. New Strategist Publications, Inc. http://search.ebscohost.com.proxy.lib.fsu.edu/login.aspx?direct=true&db=e000xna&AN=345747&site=eds-live&scope=site.
Nielsen. (2018, August 28). Descubrimiento Digital: The Online Lives of Latinx Consumers. Retrieved from https://www.nielsen.com/us/en/insights/report/2018/descubrimiento-digital-the-online-lives-of-latinx-consumers/
Nielsen. (2019, September 20). La Oportunidad Latinx: Meeting U.S. Hispanics on the Path to Purchase. Retrieved from https://www.nielsen.com/us/en/insights/article/2019/la-oportunidad-latinx-2/
Oh My Disney. (2017, February 7). The World Behind "it's a small world". Retrieved from https://ohmy.disney.com/insider/2016/08/26/the-world-behind-its-a-small-world/
Orlando Theme Park Hours & Directions: Fun Spot Hours. (2020). Retrieved from https://fun-spot.com/orlando/plan-your-visit/
Sharing the Magic. (2019, May). Retrieved from https://wdwnews.com/fact-sheets/2018/01/23/sharing-the-magic/
Statista Research Department. (2016, December 6). Hispanics' buying power in the U.S., 1990-2020. Retrieved from https://www.statista.com/statistics/251438/hispanics-buying-power-in-the-us/
The Walt Disney Company. (2019). Form 10-K 2019. Retrieved from https://thewaltdisneycompany.com/investor-relations/#forms
U.S. Census Bureau QuickFacts: Florida. (n.d.). Retrieved from https://www.census.gov/quickfacts/fact/table/FL/RHI825218#RHI825218
Universal Orlando. (2020). Retrieved from https://www.universalorlando.com/web/es/us/tickets-packages/vacation-packages
Vacation Packages. (2020). Retrieved from https://seaworld.com/orlando/vacation-packages/
Walt Disney World Fun Facts. (n.d.). Retrieved from https://wdwnews.com/fact-sheets/2014/10/31/walt-disney-world-fun-facts/
Walt Disney World. (n.d.). Retrieved from https://disneyworld.disney.go.com/
Watson, A. (2019, September 26). Disney. Retrieved from https://www.statista.com/topics/1824/disney/
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