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TABLE OF CONTENTS

2

Panera Bread Co.
Situation Analysis 3-12
Overview 4
Origin of Panera 5
Start of Panera 6-8
SWOT 9
Paneras Share 10-11
Open a Panera 12
Product Seasonality 13
Competitive Analysis 14-36
Competitors 15
Starbucks Overview 16
SWOT 17
Sales 18
McDonalds Overview 19
SWOT 20
Sales 21
Dunkin Donuts Overview 22
SWOT 23
Sales 24
Burger King Overview 25
SWOT 26
Sales 27
Chipotle Overview 28
SWOT 29
Sales 30
Red Lobster Overview 31
SWOT 32
Sales 33
Media Spending 34-36
2011 34
2012 35

Change 2011-2012 36
Ad & Media Spending 37-39
Advertisements 38
Comparison 39
Marketing Mix 40-42
Fours Ps 41-42
Product Consumer 43-46
Distribution Channel 47-49
Supplies 48
Map 49
Media Objectives/Strategy 50-52
Media Objective 51
Media Strategy 52
Target 53-58
Demographic profile 54
Audience analysis 55
Media Analysis 56
Consumer Profile 57
Secondary Profile 58
Media plan 59-92
Online Advertising 60-68
Rationale 61
Index 62
Ads by CPM 63
Google 64
Amazon 65
Weather Channel 66
YouTube 67
Quarterly Summary 68
Radio Advertising 69-71
Rationale 70
Radio Budgeting 71
TV Advertising 72-81
Rationale 73
Why cable? 74
Cable Spending 75
Special Events 76
Viewing Demo. 77
GRP Totals 78
MSNBC 79
ESPN 80
Airtime 81
Magazine Advertising 82-92
Totals 83
Rationale 84
Four Color Ad 85
Second over Ad 86
GRPs 87
Decision/Cancels 88-92
Total Media Budget 93
Campaign 94-99
Layout 95
Print Ad 96-97
TV Commercial 98-99
Alternative Advertising 100-109
Rationale 101
Outdoor 102-108
Social Media 109
Media Not Used 110-115
Newspaper 110-114
Outdoor 115
Flowchart 116
Budgeted Flowchart 117
Appendix 118
Psycho Graphics
Sources


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PANERA BREAD CO.
Also known as St. Louis Bread Company and Bread Co.
Founded in 1971, St. Louis, Missouri, U.S.A.
1,736 stores nation wide (including Ontario, Canada)
Sit-down, quick-eat restaurant, bakery, hot beverages and Wi-Fi
Panera bread co. had $30,029,700 total media spending in 2011 and $24,975,300
in 2012
Panera invests in newspaper, national newspaper, outdoor, spot TV and national spot radio.
Panera has no advertising in magazines, Sundays mags, network TV, syndication, cable TV or network
radio
TV and Digital experienced the largest increases for Panera in 2013. Digital increased just below 100%
and the TV increased 60%.
The campaign kicks off with a national cable buy across 14 networks including A&E, Bravo, Lifetime, E!
and others.
They also added a national print buy for the first time, including titles like Real Simple, Food Network,
Cooking Light and others. The $70 Million spend of this years campaign is up 30% from 2012.
Panera is very charitable. They host walks and runs for children, donate to autism, and have a few
donation programs of their own: Day-End Dough-Nation, Community Breadbox, and participate in a
fundraiser called SCRIP.


https://www.panerabread.com/en-us/company/financial-reports.html 4

PANERAS ORIGIN
Au Bon Pain was founded in 1976 by Pavallier, a French manufacturer of baking equipment
The company went to Boston, MA for a showcase displaying their baking equipment in 1978
The Au Bon Pain shop was staffed with French bakers who were produced authentic baked goods
such as croissants, pastries, and loaves of bread, to show how well the ovens work
The concept and the quality of the Au Bon Pain baked products caught the eye of, Venture capitalist
associated with Columbo Frozen Yogurt franchise, Louis Kane
Later that year Kane Financial Corp. paid $1.5 million for Au Bon Pain and began selling baked goods
instead of ovens.
By 1984, sales of loaves and croissants attained $1.7 billion in U.S. sales
Kane later added the manufacturing of baked goods for sales in convince stores
Ronald M. Shaich, operated a non-profit convenience store and managed a Cookie Jar franchise in
Boston
In 1980s, Shaich approached Kane to sell Au Bon Pain baking products in his Cookie Jar stores and
four months later Kane offered Shaich partnership in Au Bon Pain, saving them form bankruptcy
Au Bon Pain was ready to expand and did so in New York, Chicago, Cleveland, St. Louis, etc.
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BEGINNING OF PANERA
In 1993, Au Bon Pain acquired the St. Louis Bread Company
St. Louis Bread Company had 19 company-owned bakery-cafs and one franchised outlet
They continued to open St. Louis Bread Company bakery-cafs in Missouri
But began to open more elsewhere under a different name: Panera Bread
1996, Au Bon Pain had grown to 231 company-run
And 58 franchised bakery-cafs.
Of the 231 company-operated units, 177 were Au Bon Pain owned and operated outlets
54 were Au Bon Pain franchise-operated bakery-cafs
54 company-owned bakery-cafs and 10 franchise units were St. Louis Bakery Company units
Both specialized in high quality foods served for breakfast and lunch
Their menus included baked goods, made-to-order sandwiches, soups, salads, and custom-roasted
coffees, as well as other beverages

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BEGINNING OF PANERA CONTD
August 1998, Au Bon Pain agreed to sell Au Bon Pain division for $72 million to Bruckmann, Rosser, Sherrill &
Co., L.P., a New York investment firm
The sale left the Panera Bread/St. Louis Baker Company with its company-owned bakery-cafs and its related
franchise operations
Panera Bread/St. Louis Bread Company continued into new markets opening 51 company owned-bakery
cafs and 44 franchise-operated units
1999, Panera Bread Co. opened units in 7 new states
Panera Bread Company officially became what the organization was known as
Panera was operating in 25 states throughout the United States
86 of 166 units were owned by franchisees
Remaining 80 were company-owned
Many of the franchisees were either former owners or owners of major fast-food franchises, including those
of McDonald's Corp., Wendy's, Pizza Hut, and Taco Bell
Panera Bread's president, Rick Postle, one of the franchise owners, had sold off 45 McDonald's units to invest
in Panera Bread
Almost all franchisees agreed to open a minimum of two-dozen or so stores, all within a single, entire market
area.
November 1999, contractual commitments for opening new stores had reached 600
By 2000, more than 50 new bakery-cafs opened by the end of the third quarter

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BEGINNING OF PANERA CONTD
December of 2000, Panera opening in its 28th state Rhode Island
Donald Strang III, operating of 57 Applebee's restaurants agreed to open 48
Panera Bread bakery-cafs in Pennsylvania, New Jersey, and Delaware
Sales between 1999 and 2000 grew by 73.6 percent
Number of units grew by 45 percent
Panera was ranked third among the top 400 chain leaders in sales growth that
year
In 2002 Panera profited $21.7 million
In 2003 they hit the $1 billion sales mark
In 1999 Paneras share was trading at $6 and by 2004 it was trading at $40
Panera Bread closed 2005 with about $71 million in cash and zero debt
April 2010, Panera reported first quarter earnings of 48%
Earning $25.8 million (82 cents per share)
Revenue grew by 14%, $364.2 million


https://www.panerabread.com/en-us/company/about-panera/our-history.html 8

PANERA S.W.O.T
Strengths
An attractive and appealing menuPanera offers high quality food at a good price (the company delivers good value for
the money); moreover, it has menu offerings for the more health/weight-conscious diner
Bread-baking expertise (definitely a core competence)artisan breads are Paneras signature product
Panera Bread is the nationwide leader in the bakery-caf segment
Panera Bread has high ratings in customer satisfaction studies
A good brand name that management is continuing to strengthen
The fresh dough operations and sales of fresh dough to franchised stores is a source of revenue and profit
Initial success in cateringextends the companys market reach
Has attracted good franchiseessales at franchised stores run a bit higher than those at company-owned stores
The financial strength to fund the companys growth and expansion without burdening the companys balance sheet
unduly with debt
Weaknesses
A less well-known brand name than some rivals (Applebees, Starbucks)
Sales at franchised stores run a bit higher than those at company-owned storeswhy is this occurring? Are franchisees
better operators?
Opportunities
Open more outlets, both company-owned and franchisedthere is untapped growth potential in a number of
suburban markets
Open Panera Bread locations outside the U.S. as market opportunities in the U.S. begin to dry up
Threats
Rivals begin to imitate some of Paneras menu offerings and/or dining ambience, thus stymieing to some extent
Paneras ability to clearly differentiate itself from rival chains
New rival restaurant chains grab the attention of consumers and draw some patrons away from Panerain other
words, competition from other restaurant chains (either those in the fast-casual segment or other restaurant
categories) becomes more intense
Panera Bread begins to saturate the market with outlets, such that it becomes harder to find attractive locations for
new stores and the companys growth slows


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PANERAS SHARE
Panera joined the fast-food market relatively recent
McDonalds, Starbucks, Dunkin, Burger King etc. are
their main competitors
Panera opened at $6.00 a share in 1993 when acquired
by Au Bon Pain
As of 4/25/14:
A share today trades at $168.00 which is second highest
of its competitors behind Chipotle at $502.00
McDonalds opened at $100,00
Starbucks opened at $71.00
Dunkin Donuts opened at $46.50
Red Lobster (Darden) opened at $49.92
Burger King opened at $26.00
http://finance.yahoo.com (march 3rd, 2014)
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MARKET SHARE REPORT OF 2012 (000)


"Top Fast-Casual Restaurants, 2012." Market Share Reporter. Ed. Robert S. Lazich. 2015 ed. Detroit: Gale, 2015. Business Insights: Essentials.
Web. 7 Apr. 2014.
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Companies are ranked by system wide sales in millions of dollars.
TO OPEN A PANERA BREAD TODAY
Applicants must meet these criteria to gain consideration for
a Panera Bread franchise:
Experience as a multi-unit restaurant operator
Recognition as a top restaurant operator
Net worth of $7.5 million
Liquid assets of $3 million
Infrastructure and resources to meet our development
schedule
Real estate experience in the market to be developed
Total commitment to the development of the Panera Bread
brand
Cultural fit and a passion for fresh bread


https://www.panerabread.com/en-us/company/franchise-
overview.html
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Paneras strongest quarters are Quarter 1 and Quarter 4.

Winter seems to be the best season for Panera, as they sell the most products
during November, December, January.

Panera struggles in the summer (Quarter 2 and Quarter 3).
PRODUCT SEASONALITY
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COMPETITORS
Panera Bread
Starbucks
McDonalds
Dunkin Donuts
Burger King
Chipotle
Red Lobster

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STARBUCKS
Founded 1971, in Seattle, Washington, U.S.A.
Starbucks can be found at more than 13,000 locations throughout the Americas
Starbucks is a licensed corporation. Licensed stores are positioned inside of another establishment.
For example, Pace University has a Starbucks in the Caf 101, as well does many Boarders and Barnes
& Nobles
Starbucks has Teavana Fine Teas + Tea Bar as a sister company, which has had its vey first grand
opening in New York City, making them a $90 billion global tea industry
Starbucks also has a juicer company, Evolution Fresh, that has become available in 8,000 different
locations, expected to increase Starbucks share $1.6 billion
Starbucks sales baking products i.e. La Boulange, to 3,500 US operated-company stores
Starbucks spent $85,604,700 to market their company and brand
Advertising in all 11 media services (newspaper, national newspaper, outdoor, spot TV, national spot
radio, magazines, Sundays mags, network TV, syndication, cable TV and network radio)
Starbucks and Pepsi have joint-ventured in the bottling of their ready-to-drink products.
Starbucks sponsors the 2014 Superbowl Champions, Seattle Seahawks
Sponsor local events like, Bumbershoot, a music and arts festival and SCAA, which stands for Seattles
coffee association of America
Starbucks.com
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STRENGTHS
13,000 locations
Diverse
Teavanna
La Boulange
Evolution Fresh
Largest coffee brand in the world

WEAKNESSES
Relatively more expensive than
other coffee

OPPORUNITY
Expand products
Sell alcoholic beverages
Manufacture products for resale

THREATS
Easy entry into the coffee industry
Coffee beans prices are rising

STARBUCKS S.W.O.T
STARBUCKS SALES 2011-2013
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2011 2012 2013
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http://investor.starbucks.com/phoenix.zhtml?c=99518&p=irol-reportsAnnual
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$11.7
$13.3
$14.9
MCDONALDS
Has 14,278 restaurants in the U.S.
McDonalds business model, described by the three-legged stool of owner/operators, suppliers.
Energy conservation, sustainable packaging, and waste management by re-optimizing menu,
modernizing customer experience and broadening accessibility. McDonalds customer-focused Plan to
Win and the 5 Ps as their strategic direction.
Key partners AAJC (Asian American Justice Center), NAACP,National Urban League, National Council
of La Raza, The Wounded Warrior Project, Catalyst, OCA (Organization of Chinese Americans), HACR
(Hispanic Association for Corporate Responsibility), Executive Leadership Council, American Indian
Scholarship Fund, Asian Pacific Islander American Scholarship Fund, U.S. Business Leadership
Network, LULAC (League of United Latin American Citizens), Asian Pacific Institute for Congressional
Studies (APAICS), Congressional Black Caucus, Congressional Hispanic Caucus
Sponsorship programs with the Olympics and the FIFA World Cup
Extensive ad campaign using magazine, newspaper, outdoor, network TV, Spot TV, syndication and
cable TV, using 70% of their $101,592,000 budget on outdoor advertising $71,534.70
In 2011 McDonalds marketed their favorite and most revenue inclining products including: $6,478.4
on the Sweet Tea beverage, $5,657.4 on the Big Mac burger and fries, and $939.7 on fries alone
(figures in $000)
Due to their efforts of highlighting beverages, value-meals, breakfast, and their classics McDonalds
placed #1 in the top fast-casual restaurants of 2012 with revenue of $35,600,000, while Panera Bread
placed #11 $3.861,000. The value of a dollar is their emphasis on marketing
Mcdonalds.com
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MCDONALDS S.W.O.T
Source: http://www.strategicmanagementinsight.com/swot-
analyses/mcdonalds-swot-analysis.html
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STRENGHTS
Largest fast food market share in the
world
Brand recognition valued at $40 billion
$2 billion advertising budget
Locally adapted food menus
Partnerships with best brands
More than 80% of restaurants are
owned by independent franchisees
Children targeting

WEAKENESSES
Negative publicity
Unhealthy food menu
Mac Job and high employee turnover
Low differentiation
OPPORTUNITIES
Increasing demand for healthier food
Home meal delivery
Full adaptation of its new practices
Changing customer habits and new
customer groups
THREATS
Saturated fast food markets in the
developed economies
Trend towards healthy eating
Local fast food restaurant chains
Currency fluctuations
Lawsuits against McDonalds
MCDONALDS SALES 2011-2013
$8.53
$8.81
$8.85
8.35
8.4
8.45
8.5
8.55
8.6
8.65
8.7
8.75
8.8
8.85
8.9
2011 2012 2013
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McDonalds 2013 Financial Information Workbook.
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DUNKIN DONUTS
Founded in 1950, Quincy, MA, U.S.A.
Main products sold are donuts, Munchkins, Iced and hot beverages and mainly breakfast food
Total Income: $718 million
Market Share: $1.36 million
About $121 million spent on media; social media, television commercials, magazines, website
campaigns, radio
Some promotional campaigns are: Free donut with a purchase of any large beverage, $0.99
Hot Chocolate in the winter and $0.99 Iced Coffee or tea in the summer
Dunkin also has a rewards program; Free medium beverage on your birthday and Free
medium beverage every 200 points (5 points = $1)
Multinational company with 10,038 stores in the United States, serving in 36 of the 50 states
(as of 2011)
Dunkin is affiliated with professional sports teams such as the New York Giants and the
Boston Celtics

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STRENGTHS
Multinational company
Drive thru
Cheaper Prices than competitors
Affiliation with Professional
Sports (New York Giants & Boston
Celtics)
WEAKNESSES
Not in the west coast
Considered fast food
Struggles against healthy eaters

OPPORTUNITIES
Increase global presence
Provide health conscious snacks
(low calorie)
THREATS
Healthy eaters
Competition from local cafes
Fast Service
Cheap food

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DUNKIN DONUTS S.W.O.T
DUNKIN DONUTS SALES 2011-2013
0.000000
0.100000
0.200000
0.300000
0.400000
0.500000
0.600000
0.700000
2011 2012 2013
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$.43
$.62
$.65
http://investor.dunkinbrands.com/releasedetail.cfm?ReleaseID=647486
http://investor.dunkinbrands.com/releasedetail.cfm?ReleaseID=737003
http://investor.dunkinbrands.com/releasedetail.cfm?ReleaseID=823713

BURGER KING
Founded 1954 in Miami, Florida, U.S.A.
There are approx. 12,ooo location in all 50 united states
For a long time Burger King has ranked #2 in the industry until 2010. Wendys had surpassed Burger
King by 2010 and as of 2012 they are ranked #5 based on sales under the category quick service
restaurant (QSR)
In recent reports by euromonitor international Burger King reported decrease in sales & profit
between the years 2010 to 2011. By 2012 theirs sales had decrease once again they had turned over
more profit then previous year. One thing to note for the past three years although Burger King has
been reducing the number of employees and losing sales, Panera Breading has gradually been
increasing the workforce, their sales & profit. Within the Quick Service Restaurant (QSR) category one
potential competitor to Panera Bread Co. is Burger King Restaurant
Upon analyzing their general promotions media spending figures we can see that in the year 2012
Burger King spent about 12.7 millions dollars more in total ad spending
Although we see that Burger King spent more within the 2012 year both companies have increased
their total media-spending budget from 2011 2012 by approximately 9 million dollars
Although it may be true that Burger King is spending more money outdoor advertising then Panera
Bread, they have increased the outdoor budget by roughly the same amount, 2.5million.
Both Panera and Burger King have increased their cable tv spend from 2011 to 2012. That is the
medium that has increased the most in spending from 2011 to 2012 between both companies
One thing to note about Panera is that over the years they have created a loyal customer base and
have increase their foodservice value share. Burger King on the other had has been losing value share
to other competitors such as Wendys, McDonalds, & Chipotle.

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BURGER KING S.W.O.T
STRENGTHS
Strong market position and brand
recognition signifying customer
acceptance
Greater franchise mix an attractive
business model
WEAKNESSES
Concentrated operations in terms of
geographic presence and
dependence on selected distributors
increase business risk
Legal issues such as violation of
accessibility requirements under
federal and state law
OPPORUNITIES
Initiatives such as remodeling and
usage of
Bluetooth to enhance operational
efficiency
Positive outlook for restaurant
segment in the US.
THREATS
Competition from well-established
food service companies.
Changes in government regulations
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BURGER KING SALES 2011-2013
0
0.5
1
1.5
2
2.5
2011 2012 2013
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Year
$2.07
$1.99
$1.14
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%2Finvreports.galegroup.com%2Freuters%2FFinancialReport%2FFinancialReportsWOWrapper.jsp%3FCOUNTRY%3DUS%26T
ICKER%3DBKW&documentSearchType=fundamentalAnalysis
CHIPOTLE
Founded in 1933 Denver, Colorado, U.S.A.
Over 900 stores in United States
Market value: $10.47 million
Organic fast food: no steroid, pesticides, or antibiotics
Spent most of their $4,364,900 media expenditures on out door advertisements
Social media: about 3-5 tweets per day, Facebook updates every other day or so, YouTube
films
Recently launched a four-episode mini-series
Conveniently located all over the country with no differentiation on pricing
Still considered fast food, which is an industry that has been increasingly looked down upon

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CHIPOTLE S.W.O.T
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STRENGTHS
A well-recognized brand in U.S., U.K.,
Canada.
Use of naturally raised meat and organic
ingredients in cooking
Strong presence
Positive brand image with customer
loyalty
Innovative ways of publicizing and
advertising the brand
Green architecture of buildings, use of
environment friendly material in
construction
WEAKNESSSES
Comparatively high priced menu
items due to use of natural and
organic ingredient
Major presence only in U.S. and
Canada
No delivery option
OPPORTUNITIES
Expansion in untapped regions and
countries
Addition of new items to the menu
Growing trend of health consciousness
THREATS
Intense competition from other
players
Economic instability
Competitors are starting to offer
delivery, such as Qdoba
CHIPOTLE SALES 2011-2013
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0
0.5
1
1.5
2
2.5
3
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2011 2012 2013
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$3.2
$2.3
$2.7
RED LOBSTER
Founded in March 1968 in Lakeland, Florida, U.S.A.
There are more than 680 Red Lobster locations in the United States and Canada.
Partner with both government and independent food safety organizations like the Food & Drug
Administration (FDA) and the Global Food Safety Initiative (GFSI)
Partnering with organizations like the National Fisheries Institute (NFI) and the Global Aquaculture
Alliance (GAA)
Tipping is not required - has dented sales at Red Lobster in a patchy economic recovery
"Red Lobster has almost been forgotten as a place to eat by U.S. families as they perceive the brand as
not offering the most value per plate," said Brian Sozzi, chief executive of Belus Capital Advisors
In 2011, it spent a total $130 million on Red Lobster
In 2012, $150 million on Red Lobster
Majority of there advertising is in outdoor, spot TV and cable TV services
Their clients look for deals and quality
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RED LOBSTER S.W.O.T
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STRENGTHS
Red Lobster accounts for 43% of market share
and is the largest casual dining seafood
chain.
Computerized Point of Sale system is top of the
line
Strong supply chain Leader in casual dining
seafood category for distribution. Certified
suppliers direct to restaurants through
overnight deliveries.
Over 690 restaurants in N.A.
Loyal customers
Strong management team
Strong brand equity
WEAKNESS
Outdated restaurants
No clear vision of who their
customers are
Perception of food safety
Low market share
No online presence
OPPORTUNITIES
Expand product line (broaden food items and
wine selection)
Expand or target new customer base;
increasing profits
Expand geographic reach (ie: Europe, Asia-
Pacific)
Emerging markets and expansion abroad
THREATS
Supply Chain pressure due to
high cost of seafood
Economic state; causing more
consumers to eat at home
Aquaculture
Intense competition in category

RED LOBSTER SALES 2011-2013
2.4
2.45
2.5
2.55
2.6
2.65
2.7
2.75
2011 2012 2013
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$2.52
$2.7
$2.6
PANERA BREAD CO. MEDIA SPENDING 2011
$adsummary
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Total Magazines
Sunday
Magazine
Newspape
r
National
newspaper
Outdoor
Network
TV
Spot TV
Syndicatio
n
Cable TV
Network
radio
National
spot radio
Panera
Bread
Bakery Caf
$15,846,30
0
$0 $0 $321,800 $640,600 $5,305,500 $0 $8,400,700 $0 $0 $0 $1,177,800
% of Total 100% 0% 0% 2% 4% 33% 0% 53% 0% 0% 0% 7%
Burger King
Restaurant
$27,923,00
0
$0 $0 $48,300 $136,700 $5,376,800 $99,100 $233,900 $145,900 $60,800 $792,800
$21,028,70
0
% of Total 100% 0% 0% 0% 0% 19% 0% 1% 1% 0% 3% 75%
Darden
Restaurants
$867,800 $0 $0 $1,400 $0 $800,300 $0 $0 $0 $0 $0 $66,100
% of Total 100% 0% 0% 0% 0% 92% 0% 0% 0% 0% 0% 8%
Chipolte
Mexican Grill
$4,364,900 $0 $0 $400 $0 $4,008,500 $0 $0 $0 $0 $0 $356,100
% of Total 100% 0% 0% 0% 0% 92% 0% 0% 0% 0% 0% 8%
McDonald
Restaurant
$101,592,0
00
$1,755,400 $0 $593,700 $0
$71,534,70
0
$15,479,70
0
$994,800 $1,196,800 $5,786,200 $800,600 $3,450,100
% of Total 100% 2% 0% 1% 0% 70% 15% 1% 1% 6% 1% 3%
Startbucks
$24,722,50
0
$1,229,100 $0 $13,700 $6,080,400 $953,500 $3,343,700 $13,900 $217,000
$11,353,40
0
$0 $1,517,800
% of Total 100% 5% 0% 0% 25% 4% 14% 0% 1% 46% 0% 6%
Dunkin
Donuts
$15,301,70
0
$0 $0 $384,600 $597,000 $9,990,000 $0 $174,000 $0 $0 $0 $4,156,100
% of Total 100% 0% 0% 3% 4% 65% 0% 1% 0% 0% 0% 27%
PANERA BREAD CO. MEDIA SPENDING 2012
$adsummary
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Total Magazines
Sunday
Magazine
Newspaper
National
Newspaper
Outdoor
Network
TV
Spot TV
Syndicatio
n
Cable TV
Network
radio
National
Spot Radio
Panera
Bread
Bakery Caf
$24,975,30
0
$0 $0 $367,100 $0 $7,965,600 $0 $9,594,000 $0 $6,016,600 $0 $1,032,200
% of Total 100% 0% 0% 1% 0% 32% 0% 38% 0% 24% 0% 4%
Burger King
Restaurant
$37,634,10
0
$0 $0 $53,200 $0 $7,819,200 $8,994,800 $249,500 $408,400
$10,231,90
0
$0 $9,877,000
% of Total 100% 0% 0% 0% 0% 21% 24% 1% 1% 27% 0% 26%
Darden
Restaurants
$1,962,200 $46,200 $0 $0 $0 $1,003,000 $0 $0 $0 $0 $0 $913,000
% of Total 100% 2% 0% 0% 0% 51% 0% 0% 0% 0% 0% 47%
Chipolte
Mexican Grill
$1,950,500 $0 $0 $0 $0 $1,469,300 $0 $0 $0 $0 $0 $481,200
% of Total 100% 0% 0% 0% 0% 75% 0% 0% 0% 0% 0% 25%
McDonald
Restaurant
$155,305,6
00
$0 $0 $553,300 $38,700
$76,233,40
0
$56,479,00
0
$2,270,700 $4,516,100
$10,700,10
0
$1,234,300 $3,280,000
% of Total 100% 0% 0% 0% 0% 49% 36% 1% 3% 7% 1% 2%
Startbucks
$22,388,40
0
$0 $0 $131,700 $2,066,900 $419,100
$10,332,80
0
$1,842,700 $0 $6,881,200 $65,800 $648,300
% of Total 100% 0% 0% 1% 9% 2% 46% 8% 0% 31% 0% 3%
Dunkin
Donuts
$14,084,40
0
$0 $0 $255,200 $0 $8,557,800 $0 $445,600 $0 $0 $0 $4,825,700
% of Total 100% 0% 0% 2% 0% 61% 0% 3% 0% 0% 0% 34%
CHANGE OF IN MEDIA SPENDING 11 TO 12
$adsummary
3
6

Total Magazines
Sunday
Magazine
Newspape
r
National
newspaper
Outdoor
Network
TV
Spot TV
Syndicatio
n
Cable TV
Network
radio
National
spot radio
Panera
Bread
Bakery Caf
$9,129,000 $0 $0 $45,300 -$640,600 $2,660,100 $0 $1,193,300 $0 $6,016,600 $0 -$145,600
% of Change 58% 0% 0% 0% -7% 29% 0% 13% 0% 66% 0% -2%
Burger King
Restaurant
$9,711,100 $0 $0 $4,900 -$136,700 $2,442,400 $8,895,700 $15,600 $262,500
$10,171,10
0
-$792,800
-
$11,151,70
0
% of Change 35% 0% 0% 0% -1% 25% 92% 0% 3% 105% -8% -115%
Darden
Restaurants
$1,094,400 $46,200 $0 -$1,400 $0 $202,700 $0 $0 $0 $0 $0 $846,900
% of Change 126% 4% 0% 0% 0% 19% 0% 0% 0% 0% 0% 77%
Chipolte
Mexican Grill
-
$2,414,400
$0 $0 -$400 $0
-
$2,539,200
$0 $0 $0 $0 $0 $125,100
% of Change -55.31% 0.00% 0.00% 0.02% 0.00% 105.17% 0.00% 0.00% 0.00% 0.00% 0.00% -5.18%
McDonald
Restaurant
$53,713,60
0
-
$1,755,400
$0 -$40,400 $38,700 $4,698,700
$40,999,30
0
$1,275,900 $3,319,300 $4,913,900 $433,700 -$170,100
% of Change 52.87% -3.27% 0.00% -0.08% 0.07% 8.75% 76.33% 2.38% 6.18% 9.15% 0.81% -0.32%
Startbucks
-
$2,334,100
-
$1,229,100
$0 $118,000
-
$4,013,500
-$534,400 $6,989,100 $1,828,800 -$217,000
-
$4,472,200
$65,800 -$869,500
% of Change -9% 53% 0% -5% 172% 23% -299% -78% 9% 192% -3% 37%
Dunkin
Donuts
-
$1,217,300
$0 $0 -$129,400 -$597,000
-
$1,432,200
$0 $271,600 $0 $0 $0 $669,600
% of Change -8% 0% 0% 11% 49% 118% 0% -22% 0% 0% 0% -55%
3
7

ADVERTISEMENTS
Who is in the Ad- Ads in general are focused on food. Rarely has a person in actual advertisement.
Look of Ads- Ads are cohesive with minimalistic and rustic theme.
Music in Ads- soft, quaint and a bit energetic
Language of Ad Ads push you to want to go to Panera, reminds you that Panera is doing what best
for the customer by reassuring that there ingredients are fresh and that there socially responsible.
Themes- New Product, Freshness, Flavor, Social Responsibility
Suggestions- Focus more on food and inviting customer atmosphere versus their social responsibility.

3
8

COMPARISON
3
9

Panera should spend more in the online advertising department, based on market trends and the
technological development of society.
They should also create more billboards and outdoor advertisements, or better place them.
Additionally, most of Dunkin Donuts advertisements are televised, so Panera should also try to run
a few ads on cable, not spot TV.
They have a good budget, they just need to reallocate their funds because their current
advertisement strategies are not working well.
No one we spoke to was able to identify ever seeing an as for Panera on any medium.
4
0

Product
Panera offers a wide range of choices
Most customers come in for lunch or dinner but there is a breakfast menu as
well
Seasonal items
Price
About $10 for a total meal
Place
Over 1000 locations in USA and Canada
Open from 10AM 8PM
Free WiFi
Promotion
MyPanera rewards program
You Pick Two



4
1

FOUR PS
Fresh Sandwiches
Chipotle Chicken Panini, Frontega Chicken
Panini, Sierra Turkey sandwich
Pasta
Chicken Alfredo, Tortellini Alfredo, Pesto, Mac &
Cheese
Pastries
Muffins, cupcakes, scones, brownies
Soup
Turkey Chili, Onion soup, Broccoli Cheddar
Drinks
Coffee, Smoothies, Soda
4
2

Price
Prices vary on location*
Average sandwich price: $8
Average soup price: $5
Average special drink price: $3
Average pastries & sweets price: $3
Average Kids Meal price: $5
Place
1,777 locations in 45 states
13 locations in Canada
Open from 10:00 AM to 8:00 PM*
Open on most holidays (closed on
Thanksgiving & Christmas only)
Promotion
You Pick Two meal plan
Pick any two sandwich, pasta,
salad, or soup
MyPanera
Rewards program
Offers deals and discounts
Free bakery-caf items
Invitations to special events
Recipe books

*These averages are based on New Yorks Panera
*Varies on Location

Product
4
3

Women
Employed with completion of some college or more
White

Expedian Marketing Services Spring 2011 NCHS Adult Study 12-months
4
4

Lifestyle Consumer
Food Lifestyle: Reformed traditional, variety on budget, & true foodies
Health and Well Being: Weight Reformers look for an easy and effective
way to improve health
Retail Shopping: Virtual Shoppers, Upscale Clicks & Bricks, Status Strivers
Technological Consumers
Mobile World: Mobile Professionals, Social Connectors, Pragmatic Adopters
Technology Adoption: Apprentices
Economic Outlook: Facing Challenges (realist), Confident Spenders
TV Product Placement: Noticers vs. Indifferent
Movie Product Placement: Noticers vs. Rejectors

Typical Customer
Expedian Marketing Services Spring 2011 NCHS Adult
Study 12-months
4
5

FOOD LIFESTYLE:
29% of Panera eaters realize
they should make healthier
choices in food rather than
conforming to eat what's
convenient. While 23% are
passionate about food and eat
fresh ingredients and
environmentally friendly
products.

HEALTH AND WELL BEING:
Struggle with healthy food choices and try
to find an easy and effective way to improve
their health.

RETAIL SHOPPING:
Knowledgeable consumers
who buy online or in-store
and go through ____ and also
enjoy keeping up with trends.

TV PRODUCT PLACEMENT:
Feel that product placement in television shows
do no affect their shopping behavior and are
disengages when it comes to noticing or
remembering products.

Expedian Marketing Services Spring 2011 NCHS Adult Study 12-months
4
6

MOBILE WORLD:
Mobile usage vary from
professional, entertainment
and basic functional matters.
However, throughout all
groups it's used as a
communication and
informational tool.

TECHNOLOGY ADOPTION:
Internet is a source of information, commerce,
entertainment and means of connection with
others. Journeymen users are into cutting-
edge electronic devices but do not feel the
need to have the most newest technology.
While apprentices are wiling to learn and
incorporate new technology and purchase
based on need rather than desire alone.

ECONOMIC
OUTLOOK:
Aware of the economic
status in the US but
continue to make
purchases.

MOVIE PRODUCT
PLACEMENT:
Only notice the branded goods and services,
otherwise product placement has either no
effect or a negative attitude is reflected of the
branded goods and services that are placed
into the context of movies

4
7

SUPPLIES
Panera operates 22 fresh dough facilities.
It supplies fresh dough products to all of its company-owned and
franchise-operated bakery-cafes located throughout 42 states in the US
and Ontario, Canada.
The optimal maximum distribution range is approximately 300 miles.

4
8

There are 1,777
bakery-cafes in 45
states and in
Ontario Canada.

LOCATION MAP
http://www.google.com/maps/search/panera++google/@40.294997,-73.9921205,12z/data=!3m1!4b1
4
9

Majority of store locations are concentrated in the East of the United States. There
very few if not any in the west half of the United States. We can see that most
stores are in high DMA areas, because of that we would focus most of out
advertise those concentrated areas.
5
0

MEDIA OBJECTIVES
Utilize the $25 million budget to increase brand awareness and
consumer purchases.
Subtly reposition Panera Bread in order to make it seem more
appetizing, but also emphasize its healthy benefits.
Utilize media outlets that our target market most actively use or
are aware of.
High levels of reach and frequency with a continuous scheduling
flow
Continuous, advertised without gap and promotion time, usually in
food ads
Frequency, because its an established company that needs brand
recognition in the market.




5
1

MEDIA STRATEGY
Focus advertising to working professionals, offering Panera Bread as a place
they can take a break.
Maintain a constant flow of advertisement, because our focus is lunch time
for professionals, which is not something that changes with seasonality.
Use television as the main media outlet because it has the most reach and is
the most expensive
Cable and network television programs that are most frequently viewed by our
target
Run advertisements year-round in magazines such as Good Housekeeping,
People, and Time, which are most frequently read by our target
Purchase advertisements on websites with the highest indexes because they
are also cost efficient, but reach several consumers
Run radio advertisements in states with the highest population and most
Panera Bread locations
Allocated money does not seem sufficient enough to compete with
competitors in media advertising.
5
2

5
3

DEMOGRAPHIC PROFILE
https://oneview.experian.com/main/#
5
4

TARGET AUDIENCE ANALYSIS
Lifestyle:
The typical adult 25-54 generally leads a
healthier lifestyle, which includes
maintaining a well-balanced diet and
exercising at least once a week.
Hobbies and Activities:
They enjoy spending time with their family,
exercise, watch TV, and browse the Internet.
They also always listen to the radio any time they
are in the car.
5
5

MALE / FEMALE 25-54 MEDIA ANALYSIS
7% more likely to read
newspapers
10% more likely to watch
TV
21% more likely to listen to
the radio
23% more likely to read
magazines
40% more likely to use the
internet
5
6

Female, who enjoys watching TV and traveling.
She watches HGTV to indulge this hobby. Other
TV channels include Bravo, Food Network, and
the Travel channel. Enjoys listening to the radio
while commuting for work. Exercises at least
three times a week. Prefers organic foods.
Male, tech savvy and a confident spender
who is aware of economic condition. He
loves new electronic gadgets and is
constantly surfing the web for either work
or social purposes. Loves to experiment
with different cuisines. Committed to
exercise and making the correct healthy
choices.
CONSUMER PROFILES
5
7

Age: 31

Location: California

Occupation: Nurse
Practitioner

Married Status: Yes

Children: Yes

Household Income:
$85,000
Age: 42

Location: New Jersey

Occupation: Marketing
Manager

Married Status: Yes

Children: Yes

Household Income:
$150,000+
SECONDARY PROFILE
5
8

Age: 26

Location: Texas

Occupation: HR
Consultant

Married Status: No

Children: No

Household Income:
$65,000
Age: 32

Location: Missouri

Occupation: Sales
Consultant

Married Status: Yes

Children: No

Household Income:
$55,000
Female, who enjoys reading magazines and
home dcor. She reads Oprah, Time, People
and Good Housekeeping. Enjoys listening to the
radio while commuting for work. Optimistic
about financial future but is currently
struggling. Food lifestyle varies on her budget.
Male, who enjoys the radio as he commutes
to work. Enjoys watching sports and
traveling. Facing challenges of the realizes of
the current economic situation. Poor food
decisions due to lack of income.
5
9

6
0

ONLINE ADVERTISING RATIONALE
6
1

Through our research we have found that the majority of Panera Bread Co.
consumers are men and women 25-54. After further research we found that
the websites provided are based on the index of the consumers who we are
targeting.

The reason we advertised by the highest index was due to the fact that these
websites were cost efficient. Most of our ads will run on an impression base
through out the year. The others will run on a CPV (cost-per-view) and CPC
(cost-per-cost) format. We advertise consistently throughout the year
because Panera is open all year-round.
ONLINE ADVERTISING
Top sites by index:
176 Expedia.com
173 HuffingtonPost.com
172 Ticketmaster.com
162 Amazon.com
159 WedMD.com
156 NYTimes.com
151 WeatherChannel.com
150 Pandora.com
150 WallStreetJournal.com
140 Hulu.com
138 CNN.com
136 Google.com
135 YouTube.com
123 Ebay.com
121 ESPN.com

6
2

BREAKDOWN OF ONLINE ADS
6
3

Google
4,589,775 people potential
audience
Audience
Estimated 18246 - 30410
clicks per month.
Your ad will be shown to
people looking for Food
Service in New York,
New Jersey, Connecticut,
Pennsylvania, Maryland,
Massachusetts, Ohio,
Illinois, Virginia,
Missouri, Wisconsin,
Texas, Oregon,
California, and Florida.

https://adwords.google.com/express/plus/Plus?__u=2562939307&__c=8866931587&url&sr&__g=109410265040418993925&__b=16180
993#signup..srv
6
4

Budget
$1,096.48 per day (average)
$33,333.00 per month (maximum)
Total = $399,999.00
GOOGLE CPC
AMAZON CPC
http://services.amazon.com/product-ads-on-amazon/pricing.htm?ld=AZPADSFooterAS
6
5

Computers
Accessorizes
Product Price Between $20.01 and $70.00-- $.35
(51946 clicks) = $18,181
Desktop and servers
Product Price Between $200.01 and $600.00-- $.40
(45453 clicks) = $18,181
Drives and storage
Product Price Between $50.01 and $200.00-- $.40
(45453 clicks) = $18,181
Laptops
Product Price Between $500.01 and $1300.00-- $.55
(33057 clicks) = $18,181
Monitors
Product Price Between $180.01 and $300.00-- $.50
(36362 clicks) = $18,181
Networking and communications
Product Price Between $40.01 and $80.00-- $.35
(51946 clicks) = $18,181
Electronics
Cameras and Camcorders
Product Price Between $100.01 and $300.00-- $.45
(40403 clicks) = $18,181
Electronic accessories
Product Price Between $25.01 and $100.00-- $.45
(40403 clicks) = $18,181
GPS accessories
Product Price Between $150.01 and $250.00-- $.40
(45453 clicks) = $18,181
General electronics
Product Price Between $30.01 and $100.00-- $.30
(60604 clicks) = $18,181
MP3/portable device
Product Price Between $50.01 and $150.00-- $.35
(51946 clicks) = $18,181
TV
Product Price Between $700.01 and $1300.00-- $.75
(24242 clicks) = $18,181
USB/Memory drive
Product Price Between $25.01 and $100.00-- $.30
(60604 clicks) = $18,181
Video player and recorders
Product Price Between $100.01 and $250.00-- $.40
(45453 clicks) = $18,181
Health and beauty
General healthy and beauty
Product Price Between $25.01 and $100.00-- $.45
(40403 clicks) = $18,181
Shaving/hair removal
Product Price Between $15.01 and $45.00 -- $.35
(51946 clicks) = $18,181
Sports
Exercise and fitness
Product Price Between $25.01 and $130.00 -- $.55
(33057 clicks) = $18,181
General Sporting goods
Product Price Between $30.01 and $100.00 -- $.50
(36362 clicks) = $18,181
Sports apparel
Product Price Between $25.01 and $60.00-- $.25
(72724 clicks) = $18,181
Grocery
General apparel
Product Price Between $25.01 and $60.00 -- $.30
(60604 clicks) = $18,181
Accessories
Product Price Between $25.01 and $60.00-- $.30
(60604 clicks) = $18,181
Underwear and intimate apparel
Product Price Between $25.01 and $60.00-- $.30
(60604 clicks) = $18,181
Clicks= 1,049,639 Total = $399,982
YOUTUBE CPV
A daily budget of -- $400,000.00 will increase your video views by
approximately
160K+views/day
CPV= $5.00
https://adwords.google.com/video/SignupFlow?sourceid=awo&subid=ww-en_us-et-
v_ads_yt_1index&utm_source=YT_Advertise&utm_campaign=advertise_header_nav&utm_medium=permanent&utm_term=1index-ww-hl-
en_us&utm_content=run_button
6
6

THE WEATHER CHANNEL CPV
http://www.weather.com/life/local-advertise-self-serve 6
7

Weather Channel- April 28, 2014-2015
$26,666.00-100 mile radius from (Albany, NY), (421) cities- 2,962,889 views
$26,666.00-100 mile radius from (Trenton, NJ), (910) cities- 2,962,889 views
$26,666.00-100 mile radius from (Hartford, CT), (579) cities- 2,962,889 views
$26,666.00-100 mile radius from (Harrisburg, PA), (525) cities- 2,962,889 views
$26,666.00-100 mile radius from (Annapolis, MD), (466) cities- 2,962,889 views
$26,666.00-100 mile radius from (Boston, MA), (525) cities- 2,962,889 views
$26,666.00-100 mile radius from (Columbus, OH), (256) cities- 2,962,889 views
$26,666.00-100 mile radius from (Springfield, IL), (275) cities- 2,962,889 views
$26,666.00-100 mile radius from (Los Angeles, CA), (192) cities- 2,962,889 views
$26,666.00-100 mile radius from (Jefferson city, MI), (160) cities- 2,962,889 views
$26,666.00-100 mile radius from (Madison, WI), (231) cities- 2,962,889 views
$26,666.00-100 mile radius from (Austin, TX), (113) cities- 2,962,889 views
$26,666.00-100 mile radius from (Salem), (138) cities- 2,962,889 views
$26,666.00-100 mile radius from (Sacramento), (226) cities- 2,962,889 views
$26,666.00-100 mile radius from (Orlando, FL), (164) cities- 2,962,889 views
Total
$399,990.00
QUARTERLY IMPRESSIONS
6
8

Websites Total Imp. Quarter 1 Quarter 2 Quarter 3 Quarter 4
Ebay.com 2,900,357 725,089 725,089 725,089 725,089
WallStreetJournal.com 4,060,500 1,015,125 1,015,125 1,015,125 1,015,125
WedMD.com 6,767,500 1,691,875 1,691,875 1,691,875 1,691,875
Hulu.com 11,601,428 2,900,357 2,900,357 2,900,357 2,900,357
Expedia.com 16,242,240 4,060,560 4,060,560 4,060,560 4,060,560
ESPN.com 18,456,818 4,614,205 4,614,205 4,614,205 4,614,205
HuffingtonPost.com 27,070,000 6,767,500 6,767,500 6,767,500 6,767,500
Ticketmaster.com 27,070,000 6,767,500 6,767,500 6,767,500 6,767,500
NYTimes.com 50,756,250 12,689,063 12,689,063 12,689,063 12,689,063
Pandora.com 59,277,372 14,819,343 14,819,343 14,819,343 14,819,343
CNN.com 152,650,375 38,162,594 38,162,594 38,162,594 38,162,594
Websites Total CPC Quarter 1 Quarter 2 Quarter 3 Quarter 4
Google.com 291,935 72,984 72,984 72,984 72,984
Amazon.com 1,049,639 262,407.25 262,407.25 262,407.25 262,407.25
Website Total CPV Quarter 1 Quarter 2 Quarter 3 Quarter 4
YouTube.com 960,000 240,000 240,000 240,000 240,000
Weather.com 44,443,335 11,110,833.75 11,110,833.75 11,110,833.75 11,110,833.75
6
9

RADIO ADVERTISING RATIONALE
http://www.rab.com/whyradio/images/Full_Fact_
Sheet_V2.pdf
7
0

Radio advertising for Panera Bread has a valuable contribution to the
marketing plan. Our target has a large reach within listed formats:










We chose to advertise in the highest populated states with the most
Paneras in service.
Men and women, age 25-54, listen to the radio heavily during:





Working consumers listen to the radio during the morning and evening
commute
While stay at home consumers listen to the radio during afternoon
We will run ads twice a week during these hours for CA, CT, TX, IL, MO, MI,
OH, PA, IN and FL
We chose not to advertise in NY because they have the highest rates for
radio ads
Majority of the people who commute from NY take public transportation
Format Audience Reach
Adult Hits (Jack) 76.4%
Classic Rock 71.4%
Rock 69.0%
Spanish 68.7%
Adult Contemparary 68.3%
Hispanic 66.9%
All Sport 63.8%
Variety/Other 63.3%
Lite Rock 60.7%
Age 25-54 6-10am 10am-3pm 3-7pm
men 80% 84.60% 86%
women 80.10% 86% 86.50%
Format
Audience
Reach
NJ=
$1405/30sec
CT=
$279/30sec
IL=$362/30sec
TX=$264/30se
c
CA=$225/30se
c
FL=$203/30se
c
MO=$106/30s
ec
MI=$112/30se
c
OH=$198/30s
ec
PA=$88/30sec IN=$88/30sec
Adult Hits
(Jack)
76.4%
WCBS-FM-
101.1
WHCN-FM-
105.9
WKIE-FM-92.7
KHJK-FM-
103.7
KQJK-FM-93.7 N/A
KLOU-FM-
103.3
WDRQ-FM-
93.1=$245/30
sec
WGRR-FM-
103.5=$101/3
0sec
WRRK-FM-
96.9
WJJK-FM-
104.5
Classic Rock 71.4%
WAXQ-FM-
104.8
WCCC-FM-
106.9
WLUP-FM-
97.9
KISS-FM -
99.5=$81/30s
ec
KSEG-FM-96.9
WHTQ-FM-
96.5
KKLH-FM-
104.7=$20/30
sec
WBFX-FM-
101.3
WNCX-FM-
98.5
WDVE-FM-
102.5
N/A
Rock 69.0%
WXRK-FM -
92.3
N/A
WKQX-FM-
101.1
KTBZ-FM-94.5 KRXQ-FM-98.5
WOCL-FM-
105.9
KSHE-FM-94.7
WGRD-FM-
97.9
WEBN-FM-
102.7=$101/3
0sec
WYSP-FM-
94.1=$383/30
sec
WFBQ-FM-
94.6
Spanish 68.7%
WADO-AM-
1280
N/A
WCKG-FM-
105.9
KRIO-FM-
104.1=$81/30
KBAA-FM-
103.3
WOTS-AM-
1220
N/A N/A N/A N/A N/A
Adult
Contemparary
68.3%
WBLS-FM-
107.5
WKND-AM-
1480
WILV-FM-
100.3
KHMX-FM-
96.5
KGBY-FM-92.5
WLYF-FM-
101.5=$194/3
0sec
KMJM-FM-
104.9
WDMK-FM-
105.9=$245/3
0sec
WDOK-
FM102.1
WAMO-AM-
860
WTLC-FM-
106.7
Hispanic 66.9%
WCAA-FM-
105.9
WLAT-AM-910
WNTD-AM-
950
KEYH-AM-850 KBBU-FM-93.9
WPRD-AM-
1440
N/A
WMJH-AM-
810
N/A
WEMG-AM-
1310=$383/30
sec
WNTS-AM-
1590
All Sport 63.8%
WEPN-AM-
1050
WPOP-AM -
1410
WMVP-AM-
1000
KBME-AM-
790
KCTC-AM-
1320
WQAM-AM-
560-
$194/30sec
KFNS-AM-590
WBBL-AM-
1340
WLW-AM -
700=$101/30s
ec
KDKA-AM-
1020
WNDE-AM-
1260
Variety/Other 63.3%
WKDM-AM-
1380
N/A
WCFJ-AM-
1470
KREH-AM-900 N/A
WLQY-AM-
1320=$194/30
sec
KDHX-FM-
88.1
WYCE-FM88.1
WRUW-FM-
91.1
N/A WJEL-FM-89.3
Lite Rock 60.7% N/A N/A WLIT-FM-93.9
KISS-FM-
99.5=$81/30s
ec
KWOD-FM-
106.5
WMMO-FM-
98.9
KEZK-FM-
102.5
WKLQ-FM-
107.3
WKRK-FM-
92.3
WLTJ-FM -
92.9
WYXB-FM-
105.7
TOTAL
1,688,248

1/month-
168,600
2/day
1/week=
145,080
338,832 190,008 187,200 166,088 68,224 120,848 113,880 125,424 64,064
7
1

7
2

TV SELECTION RATIONALE
7
3

We chose the following cable services based on the index in MRI. Through our research, we found that out
of all the cable services; HGTV, Bravo, Food Network, TLC, Travel Channel, and E! were the highest indexed.

We decided to choose Bravo as our main network to advertise on because it gave us the best value, as it
has high coverage and a decent CPM. It makes sense to run the whole year on E! and Food Network
because people watch both these channels all year. We also chose to air our commercials during Q1 & Q4
because that is when our audience watches the most TV.

ESPN was chosen because of the upcoming FIFA World Cup, which has a very large reach. MSNBC was
chosen because it is number two in prime time news, as well as a very high index.

Our audience is also avid travelers, into home remodeling/interior design, likes to dine out, and likes to
read books. These hobbies correlate perfectly with the networks we have chosen.

Regarding the Special Events, while costly, they have very high reach. We have chosen the Super Bowl and
the Oscars, two of the bigger events of the year.
WHY CABLE TV?
Cable TV has a very high reach as
70% of the USA have Cable TV.
We also receive a national
audience and it is easier to
target certain viewers.
While broadcast TV reaches a lot
of people, it is very costly and
has had a decline in ratings.
Local TV has too small of a
market to use.
http://preps.tampabay.com/features/media/television-viewers-shifting-from-broadcast-networks-to-cable/2108131
7
4

CABLE TV SPENDING
7
5

NETWORK INDEX
IMPRESSIO
N (25-54)
COVERAGE
(25-54)
CPM
# Of
RUNS
TOTAL
BRAVO 133 225.8 67% $4,516 360 $1,625,760
E! 137 188.3 62% $3,766 156 $587,496
FOOD 127 299.4 59% $5,988 156 $934,128
HGTV 155 309.5 50% $6,190 78 $482,820
MSNBC 124 155.3 34% $3,106 180 $559,080
TLC 122 242.4 54% $4,848 78 $378,144
ESPN 101 597.6 62% $11,952 40 $478,080
TRAVEL 129 140.4 69% $2,808 78 $219,024
TOTAL $5,264,532
Index from MRI 2013
SPECIAL EVENTS SPENDING
7
6

EVENT HH RATING
IMPRESSION
(25-54)
UNITS TOTAL
OSCARS
14.3
225.8 30 Seconds $1,500,000
SUPERBOWL
47
188.3 30 Seconds $4,000,000
TOTAL $5,500,000
http://innopac.pace.edu/search/t?SEARCH=thumbnail+media+planner
TV VIEWING TIME BY AGE DEMOGRAPHICS
7
7

For adults aged of 25+ the most TV viewing takes place in the First and
Fourth Quarter
http://www.marketingcharts.com/wp/television/are-young-people-watching-less-tv-24817/
GRP TOTALS FOR T.V.
7
8

NETWORK REACH (%) FREQUENCY GRPs
BRAVO 67.1 360 24156.0
E! 61.7 156 9625.2
FOOD 59.4 156 9266.4
HGTV 49.7 78 3876.6
MSNBC 33.8 180 6084.0
TLC 54.4 78 4243.2
ESPN 62.0 40 2480.0
TRAVEL 68.5 78 5343.0
TOTAL 65206.4
http://tvbythenumbers.zap2it.com/2013/02/05/cbss-super-bowl-sunday-delivers-108-5-million-viewers-the-most-watched-night-of-primetime-
television-since-the-advent-of-people-meters-in-1987/168251/
EVENTS REACH (%) FREQUENCY GRPs
OSCARS 57 1 57
SUPERBOWL 75 1 75
TOTAL 132
WHY MSNBC?
7
9

http://www.mediaite.com/tv/q3-2013-cable-news-ratings-fox-1-overall-msnbc-2-in-primetime-cnn-2-
in-total-day/
The Rachel Maddow Show was the highest-rated show in
terms of total viewers (734K) and the demo (204K) for MSNBC,
and the only show on the network to break the top 10 for the
demo in Q3.
#2 in Primetime
Although the the network has a low coverage it was ranked #2 in
primetime news and has a high index for Panera users.
WHY ESPN?
8
0

In 2010, the opening game alone, between Mexico and South
Africa, attracted 5.4 million Total Viewers and 3.2 million viewers
among the all important demo of Adults 18-49
http://tvbythenumbers.zap2it.com/2010/06/13/record-breaking-2010-fifa-world-cup-opening-day-on-univision/53939/
CABLE AIRTIME BREAKDOWN
8
1

Bravo (360 Runs)
30 sec spot that will run 3 times every day From Nov1-Feb28 during prime time.

E! (156 Runs)
30 sec spot that will run 3 times every Sunday for one year during prime time.

Food Network (156 Runs)
30 sec spot that will run 3 times every Sunday for one year during prime time.

HGTV (78 Runs)
30 sec spot that will run 3 times every Sunday during Q1 & Q4 during prime time.

MSNBC (180 Runs)
30 sec spot that will run 3 times every day From Aug1-Sept30 during prime time.

TLC (78 Runs)
30 sec spot that will run 3 times every Sunday during Q1 & Q4.

ESPN (40 Runs)
A 30 sec spot that will run nationally for the last 10 Final games 4 times per game.

TRAVEL (78 Runs)
30 sec spot that will run 3 times every Sunday during Q1 & Q4 during prime time.
http://www.hgtvadsales.com/AboutUs/research.pdf
8
2

Magazine Totals
Total Spend: 6,480,395
Reach: 94.4%
Total GRP: 429
Average Effective
Frequency: 4.25
8
3
MAGAZINE SELECTION RATIONALE
Through our research we find that 84.6% of
our target audience avidly read magazines,
most of those readers being women and/or
parents.
We choose the advertise in the following
magazines based on a comparison of Index
and Coverage/Reach found in MRI. Though
there were magazines with a higher Index,
the coverage ranged from 1-7%. Due to the
budget we wanted to make sure that each
magazine reader was reached at least 3
times.
Budgeting allowed us to have at least one 2
nd

cover ad placement on Parents magazine.
Also taken into consideration is the pass-
along rate that these magazines generate.
8
4

Magazine Rate Base
Cost per 4-
color full
page
(bleed)
CPM Index # of pages Total
Real Simple 1,975,000 $208,700 $105.67 239 3 $626,100
O, The Oprah
Magazine
2,350,000 $159,185 $67.74 152 3 $477,555
Good
Housekeeping
4,300,000 $426,730 $99.24 136 3

$1,280,190
People 3,600,000 $352,000 $97.78 134 3

$1,056,000
Family Circle 4,000,000 $316,600 $79.15 131 3 $949,800
Parents 2,200,000 $198,180 $90.08 128 3 $594,540
Time 3,250,000 $353,000 $108.62 118 3

$1,059,000
National
Geographic
3,500,000 $227,500 $65.00 116 12 $209,300
8
5

Magazine
Rate
Base
2
nd
Cover
4-color
CPM Index
# of
pages
Total
Parents 2,200,000 $227,910 $103.60 128 1 $227,910
$6,480,395

8
6

Magazine GRP Reach% Frequency
Compositio
n
Coverage
Real Simple 23 7.8 3 25 7.8
O, The Oprah
Magazine
23 7.8 3 15.9 7.8
Good
Housekeeping
36 12.1 3 14.2 12.1
People 73 24.4 3 14 24.4
Family Circle 30 10 3 13.7 10
Parents 32.4 8.1 4 13.4 8.1
Time 27 8.9 3 12.3 8.9
National
Geographic
184 15.3 12 12.1 15.3
8
7

8
8
Issue Closing Date On-Sale Date
August (Food) 5/30/14 7/18/14
October
(Halloween &
Month of Dinners)
8/1/14 9/19/14
March (Beauty) 12/20/14 2/7/15
Issue Closing Date On-Sale Date
May (The Body
Issue)
2/21/15 4/15/15
July (Upgrade
Your Life/Summer
Reading)
4/25/15 6/17/15
February
(Adventures in
Wellness)
11/22/14 1/21/15
O, The Oprah Magazine
Real Simple
8
9

Issue Closing Date On-Sale Date
July 14 (Celeb
Chef Special #2 )
6/9/14 7/4/14
March 24 (Celeb
Chef Special #1)
2/17/15 3/14/15
March 17(Oscar) 2/3/15 3/7/15
People
Issue Closing Date On-Sale Date
August 5/15/14 7/15/14
October 7/15/14 9/9/14
February 11/15/14 1/14/15
Good Housekeeping
Issue Closing Date On-Sale Date
September 6/16/14 8/12/14
January 10/15/14 12/10/14
February 11/15/14 1/7/15
Family Circle
9
0

Issue Closing Date On-Sale Date
April (Food) 3/14/14 4/4/14
June (Tech and
Food)
5/23/14 6/13/14
March (Health,
Wellness/Food)
2/28/15 3/21/15
Issue Closing Date On-Sale Date
April 1/17/14 3/11/14
June 3/18/14 5/13/14
November 8/15/14 10/7/14
January 10/18/14 12/10/14
Time
Parents
9
1

Issue Closing Date On-Sale Date
April 2/3/14 3/25/14
May 3/3/14 4/29/14
June 4/1/14 5/27/14
July 5/1/14 6/24/14
August 6/2/14 7/29/14
September 7/1/14 8/26/14
October 8/1/14 9/30/14
November 9/2/14 10/28/14
December 10/1/14 11/15/14
January 11/1/14 12/31/14
February 12/2/14 1/28/15
March 1/2/14 2/25/15
National Geographic
9
2

TOTAL MEDIA PLAN BUDGET
9
3

BUDGET
Actual Projected %
INTERNET $6,066,825 $6,000,000 24%
CONSUMER MAGAZINES $6,480,395 $6,500,000 26%
CABLE TV :30 $5,264,532 $5,300,000 21%
NETWORK TV $5,500,000 $5,500,000 22%
RADIO :30 sec $1,688,248 $1,700,000 7%
Total $25,000,000 $25,000,000 100%
The budget was allocated similarly to
what Panera has done in the past years.
We removed outdoor and newspaper
because research proves they are no
longer as effective as they used to be.
Research also proves that our consumers
are heavy internet users, TV watchers,
magazine readers and radio listeners.
TV has the highest spending because it is
the most expensive but also has the
largest reach and we wanted to make
sure they were exposed at an effective
frequency.
9
4

LAYOUT
9
5

Key Insight
Panera Bread is lacking consumer awareness that is necessary for their sales to grow to their highest potential,
especially within the generation y.
All of our research points to show that 25-54 year old are into health, Panera Bread has that platform but many 25-
54 year old are less likely to try new restaurants without intent.

Message
Panera Bread is the best place to go for lunch. Panera Bread uses fresh ingredients and has a warm atmosphere to
feel like your eating a meal at home.

Tone
Warm, Inviting, Healthy, Delicious, Freshness, Social Responsibility

Campaign Tagline
Lunch Time, My Time ; Feed your ME time

Brand Tagline
Live Consciously. Eat Deliciously

Reasons to Believe
Quality- Remind customers that Paneras ingredients are the freshest and to reinsure our environmental
consciousness

Pleasant Interior- Show consumers this is where you want to take your lunch break, its like being at home theres
cozy couches and even real silver wear when your here to dine.

Positioning Statement
With Paneras high quality ingredients and homey atmosphere more busy people in the 25-54 demographic will want
to dine at Panera Bread.

PRINT AD
9
6

Headline
Lunch Time, My Time

Copy
Gen Y enjoying a meal at Panera Bread

Integration For Promotions
QR code, which links you to full commercial on YouTube.

Image
Uses a wide array of people in Target Market such as businessmen and mothers in different
scenarios in Panera restaurant leisurely enjoying lunch. Also be promoting new soup, salads,
pastries and sandwiches.

Tagline
Lunch Time, My Time is associated and continues with Panera Breads vision of Live Consciously.
Eat Deliciously

Call to Action
The Ad encourages readers to want to try our food. Make them feel as though Panera Bread is a
warm friendly place where they could not only just eat lunch but truly enjoy there lunch.
Encourage consumer to try our new products.
9
7

TV COMMERCIAL
9
8

Feed Your Me Time

Scene 1
The commercial opens with a stressed out business person at work. Scrambling
through papers answering phone calls etc.

Scene 2
She/he walks in a restaurant and order foods

Scene 3
He or She sits down and bites into sandwich or salad

Scene 4
He or She gets taken to there ultimate relaxing place ie. a scenic farm or a
calming beach

Scene 5/6
Zoom out of Panera Bread and relaxing place with headline saying Feed Your
Me Time

COMMERCIAL
9
9

Scene 1
Scene 2
Scene 3
Scene 4
Scene 6 Scene 5
1
0
0

RATIONALE
If the budget were to allow, we would recommend outdoor advertisement in these
cities. Our basis for selecting these cities to advertise in was the number of Panera
locations in the vicinity. Based on our budget, prices, advertisement options, and
estimated levels of TRP, we decided to it would be important purchase more space in
certain areas than in others.
Those areas are based on where there are the most Panera Bread locations.
Some areas, such as San Diego and Orlando, were too expensive to advertise all year
round, so we emphasized the billboards in those areas during the summer time, to
focus on the summer specials.

Despite many beliefs that outdoor advertising is ineffective, this article from The
New York Times proves otherwise.
1
0
1

OUTDOOR ADVERTISING
Target Rating Points (TRP) The total number of in-market impressions from a
target audience delivered by an OOH campaign expressed as a percentage of a
market population.

Bulletin ads impact our increasingly mobile population. Bulletin Billboard signs
are the perfect point-of-purchase media. Month-long presence and
tremendous visibility allow Billboard advertisements to impact commuters.

Affixed to buildings and visible from a distance, Wallscape Billboard ads
provide maximum impact, offering the high-impact advertising Billboards are
known for in major metro areas. Wallscapes vary in size, providing many
creative options for your Billboard signs.
1
0
2

OUTDOOR
Poster: Highly visible to vehicular traffic, these billboard ads bring your message to a
more local audience. Achieve dramatic impact and frequency with multiple units
strategically located to maximize your billboard advertising objectives.

Spectacular consists of unique opportunities in the major downtown metro areas
and the highest traffic choke points. With units located in the top markets, these
overwhelming structures will turn your brand into a staple of the city's scenery.

LED signs have streamlined the Outdoor advertising industry. With messages that are
easily changed, you can display different ads at different times of the day
during your electronic advertising campaign, making your message not only relevant
but timely.
1
0
3

City Cost
LA $274,000
San Diego $264,400
San Francisco $264,000
Hartford $256,000
Jacksonville $222,000
Miami $288,000
Orlando $264,000
Tampa Bay $259,200
Atlanta $216,000
Chicago $258,000
Boston $264,696
Columbus $240,000
Philadelphia $246,744
Houston $216,000
Las Vegas $462,000
New York (5 Boroughs) $525,000
TOTAL: $4,520,040
1
0
4

CBS
Outdoor
Ads
BREAKDOWN BY CITY
LA: $274,000
1 Bulletin (TRP 1.7/week): $10,500 (4 weeks) x 12 = $126,000
1 Spectacular: $11,500 (4 weeks) x 12 = $138,000

San Diego: $264,400
18 Posters (TRP 63/week): $16,000 x 12 = $194,400
7 Bulletins (TRP 75/week): $70,000 for June

San Francisco: $264,000
1 Bulletin (TRP 3.8/week): $7,500 x 12 = $90,000
1 Wallscape: $14,500 x $12 = $174,000

Hartford: $256,000
Digital Billboards: $6,000 x 12 = $72,000
Bulletins (Hartford Metro, TRP 23.6/week): $6850 x 12 = $82,000
Bulletins (TRP 1.7/week): $8,500 x 12 = $102,000

1
0
5

BREAKDOWN BY CITY
Jacksonville: $222,000
5 Bulletins (TRP 58/week): $18,500 x 12 = $222,000

Miami: $288,000
8 Bulletins (TRP 51/week): $36,000 x 8 = $288,000

Orlando: $264,000
5 Bulletins (TRP 19.5/week): $19,000 x 12 = $228,000
2 LED Displays for 3 months: $18,000 x 2 = $36,000

Tampa Bay: $259,200
12 Bulletins (TRP 3.9/week x 12 = 46.8/week): $1,800 x 12 = $21,000 x 12 =
$259,200

1
0
6

BREAKDOWN BY CITY
Atlanta: $216,000
3 Bulletins (TRP 5.6/week x 3 = 16.8/week): $6,000 x 12 = $72,000 x 3 = $216,000

Chicago: $258,000
2 Bulletins (TRP 3.7/week x 2 = 7.4/week): $5,000 x 12 = $60,000 x 2 = $120,000
Digital Poster: $6,500 x 12 = $78,000
LED Displays: $5,000 x 12 = $60,000

Boston: $264,696
1 High-end Bulletin: $19,900 x 12 = $238,800
1 Average Bulletin: $2,158 x 12 = $25,896

Columbus, OH: $240,000
10 Bulletins (TRP 58.2/week): $20,000 x 12 = $240,000


1
0
7

BREAKDOWN BY CITY
Philadelphia, PA: $246,744
1 Bulletin (TRP 6.4/week): $6,520 x 12 = $78,240
1 Perm/Spectacular: $7,021 x 12 = $84,252 x 2 = $168,504

Houston, TX: $216,000
3 Bulletins (TRP 6.4/week x 3 = 26.7): $6,000 x 12 = $72,000 x 3 = $216,000

Las Vegas: $462,000
6 Bulletins (TRP 70/week): $22,500 x 12 = $270,000
4 Bulletins (TRP for 2 23/week x 2 = 46/week): $8,000 x 12 = $96,000 x 2 = $192,000

NYC 5 Borough: $525,000
15 Bulletins 4-25 WEEK RATE (TRP 42/week): $262,500 x 2 = $525,000

1
0
8

SOCIAL MEDIA MARKETING
1. 94% of all businesses with a marketing
department used social media as part of
their marketing platform
2. Almost 60% of marketers are devoting the
equivalent of a full workday to social media
marketing development and maintenance
3. 43% of people aged 20-29 spend more than
10 hours a week on social media sites
4. 85% of all businesses that have a dedicated
social media platform as part of their
marketing strategy reported an increase in
their market exposure
5. 58% of businesses that have used social
media marketing for over 3 years reported
an increase in sales over that period
Bosari, J. (2012, August 8.). The developing role of social media in the modern business world. Forbes Magazine. Retrieved from
http://www.forbes.com/sites/moneywise women/2012/08/08/the-developing-role-of-social-media-in-the-modern-business-world
1
0
9

1
1
0

WHY WERE NOT ADVERTISING IN
NEWSPAPERS
1
1
1

Television advertising is a prominent
source to reach the masses for an
advertiser. Local television stations
reach out beyond the normal circulation
area that most newspapers reach.

The newest numbers on newspaper circulation,
released Monday by the Audit Bureau of
Circulations, paint a dismal picture for an industry
already feeling the pressures of an advertising
slump coupled with the worst business downturn
since the Great Depression.

The ABC data estimate that 30.4 million
Americans now pay to buy a newspaper Monday
through Saturday, on average, and about 40
million do so on Sunday. These figures come from
379 of the nation's largest newspapers. In 1940,
41.1 million Americans bought a daily newspaper,
according to the Newspaper Association of
America.
U.S. newspaper circulation has hit its lowest level in
seven decades, as papers across the country lost 10.6
percent of their paying readers from April through
September, compared with a year earlier.
""Newspapers have ceased to be a mass medium by
any stretch of the imagination,"" Mutter said.
According to his analysis, which includes the
circulation of all 1,400 daily U.S. newspapers, only 13
percent of Americans, or about 39 million, now buy a
daily newspaper, down from 31 percent in 1940.
In 2012, newspapers lost $16 in
print ads for every $1 earned in
digital ads. And it's getting
worse, according to a new
report by Pew. In 2011, the ratio
was just 10-to-1.
http://www.cabrillo.edu/~dambrosini/50Web/classsessions/session4radio.htm
http://www.publishers-edge.com/index_files/Paper_vs_TV.htm
http://www.theatlantic.com/business/archive/2013/03/this-is-the-scariest-statistic-about-the-newspaper-business-today/274125/
http://www.nytimes.com/2006/12/12/world/americas/12iht-brazil.html?_r=1&
http://www.washingtonpost.com/wp-dyn/content/article/2009/10/26/AR2009102603272.html
LIST OF NEWSPAPERS CONSIDERED
NNN TOP 10 (Daily) Index:134
NNN TOP 25 (Sunday) Index: 137
The detailed list of newspapers can be found on the appendix.
1
1
2

Accenture Pulse of Media Masterinf DIsruption In The Digital World.pdf
1
1
3

Superior Online Advertising
Although the index and coverage for newspapers were high, the
news is being viewed more via digital devices
The growth in technology has caused more readers to avoid hard
copy newspapers and juts pull up the article online
1
1
4

Online Vs. Newspaper
AND OUTDOOR
http://boiseradioadvertising.com/boise-outdoor-billboard-
advertising.php
1
1
5

The 4th Largest City In The World Has
No Outdoor Advertising. Come the new
year, this city of 11 million,
overwhelmed by what the authorities
call visual pollution, plans to press the
"delete all" button and offer its
residents unimpeded views of their
surroundings.
Although these technological
advances are promising,
currently outdoor advertising
still lags other forms of
consumer interaction.
The very nature of outdoor advertising
demands that the commercial message be
brief and relatively simple. Therefore, it is
difficult to communicate product details,
competitive advantages, and specific
consumer benefits. Billboard companies
generally recommend no more than seven
words on a billboard, or people speeding
by will not have time to read the
message.

Inflexible: Once a message is up, it generally stays up through the
duration of the contract, even if the advertiser's needs have
changed. In addition, printing a new message is expensive,
possibly taking weeks to produce and days or weeks to have it
displayed.
Ugly Image: Because of growing
environmental concerns, many
communities have eliminated, reduced,
or limited the volume and placement of
outdoor advertising.
There can be some uncontrollable factors like harsh weather and
vandalism that can damage your billboard, although, chances of
vandalism are less likely in traditional billboards that are several
feet above the ground. Also, if the site of your billboard is blocked
by a tree or a branch, it will hinder its visibility. Again, this is less
likely because all obstacles are generally removed when the ad is
put up on the billboard. If you are looking to target a specific
target group, billboards is not for you. It does not cater to a
specific segment of the market. Another disadvantage is that you
cannot ascertain whether your billboard has successfully drawn
new customers. Even though a huge space is available for
advertisement, it only gives a short message that must make a
strong impact on prospective customers to stimulate sales.
1
1
6

1
1
7

MEDIA SPENDING FLOW CHART
1
1
8