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1. Introduction 2. As It Stands 3. The Brief 4. Research 5. Insights 6. Target Market 7. Competitive Review 8. Brand Identity 9. SWOT Analysis 10. Objectives 11. Get To By 12. Strategy to Creative 13. Creative Executions 14. Channels 15. Budget 16. Conclusion

CONTENTS

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This document is a final hard copy and a support aid to the presentation by Team 3 at Red and Yellow School of Logic and Magic proposing the 2013 winter advertising campaign for V&A Market on the Wharf. This documentstarts with a current snapshot of V&A Market on the Wharf’s current positioning and the client brief. We then describe and explain the research we’ve carried out and the observations we’ve made, highlighting key findingsthat aided us in our understanding of alternative food experiences, food retailers, markets and of course V&A Market on the Wharf. Thorough qualitative research brought forward core insights that give essential understandings of consumers. The research also enabled the identificationof a target market and the client’s direct and indirect competitors; all of which can be summarised in an easy to read SWOT analysis. The marketing objectives are then set, followed by a get-to-by, which is a concise summary of our entire strategic thought process (gained from the research, insights, observations, target market and competitive review) that forms the foundations of our advertising campaign execution and recommendations.

INTRODUCTION

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V&A Market on the Wharf has positioned itself slightly differently to other food retailers and markets in Cape Town:

• It is centered around being an alternative food experience V&A Market on the Wharf is 99% food, 100% food related. The market is solely based on providing a food experience to the customer. It is the only market in Cape Town that is 100% food focused.

• Values vendor/customer relations The V&A Market on the Wharf has tried to place an emphasis on business owners manning their stores in an attempt to create a passionate and personal experience between vendors and customers. This aimsto enrich the food experience and provide transparency as to where the food comes from and where the money is going. It gives each store a story and develops interactive relationships between customers and vendors. • The V&A Market on the Wharf is a food retailer with a market feel

The above three bullet points summarise the gap in the market that Market on the Wharf tries to fill and essentially what owners feel differentiates the retailer from other markets in Cape Town. Other factors that form the core values of V&A Market on the Wharf are:

Being 100% food focused it prides itself in being able to provide a large variety of artisanal food within different categories(fish, meat, sweets, salads, coffees, curries, alcoholic and non alcoholic beverages etc).

It is an indoor retailer located in the V&A Waterfront, a very accessible and desirable location for any store.

AS IT STANDS

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The V&A Market on the Wharf has proven to be very successful during the summer months. However, recently V&A Market on the Wharf has suffered a decline in foot traffic. This decline in numbers is the main reason why V&A Market on the Wharf has come to us. The brief, as we understand it, can be summarised into four main objectives:

Increase awareness. In order to boost the number of visitors to the market we have been asked to increase awareness.

The V&A Market on the Wharf is currently open 5 days a week (Wednesday – Sunday). However, being positioned as a food retailer, owners and the top 10 vendors would like to be open 7 days a week to try and capture as much of the target audience as possible and boost sales.

We have been asked to come up with a campaign that is suited and can be implemented in time for the coming winter season.

It is the end of the tourist season. In order to increase sales we have been asked to focus on local Cape Townians and national tourists.

THE BRIEF

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In order to come up with a logically solid and effective marketing campaign it is imperative that we fully understand the market that the V&A Market on the Wharf is currently operating in. The next four chapters of this document are dedicated exactly to that. The research we carried out focused mainly on three different areas:

a. Macroeconomic trends (economic and social) b. Markets around the World (traditional and contemporary) c. Food retailers and Markets in Cape Town

After researching all these areas we were able to make sound insights and observations that ultimately led us to a marketing strategy. Below we discuss our findings in these three areas so you, our client, are able to fully understand the strategic thinking behind our marketing campaign.

RESEARCH

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a. Macroeconomic Trends

a.i. Economic Trends

Since the global downturn of 2008 both companies and consumers are becoming far more conscious about their spending.

a.iiSocial Trends

People are becoming far more health conscious. They are interested in where their products come from and the health benefits of what they choose to consume. The demand for fresh, organic food is far greater than before as it is becoming the social norm.

Food is trendier than ever before:

- Food has always been affiliated with family and friend gatherings; however, nowadays it is even more popular for food to be the forefront of any social occasion.

- There are more interactive and experiential elements around food than

there were before, particularly with reference to alternative dining experiences. Open kitchen restaurants are becoming the norm and supper theatre experiences like Stardust & Madame Zingara are extremely popular.

- Chefs are becoming celebrities e.g. Gordon Ramsey, Jamie Oliver, Nigella Lawson, and Hester Blumenthal.

- TV shows demonstrating the interactive element of food are becoming

increasingly popular e.g. Masterchef, Come Dine with Me, Nigella Express and Hell’s Kitchen.

Social responsibility is becoming more prominent and essential to the success of any company. People want to know where their products comes from and that those producers are being treated and paid fairly. The Fair trade sticker is influencing a large proportion of disposable income spending. The move toward buying local is already prominent in cities around the world.

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b. Markets Around the World To understand the core fundamentals of how a market works we researched markets around the world. The research conducted was mainly online research from reputable websites, blogs and forums. b.i. Fundamentals of the Traditional Market Traditionally a market can be a described as a place where local farmers/vendors bring all their fresh, home grown/home made produce and products to a common location to sell to local inhabitants.There is rustic feel, stores are temporary and they usually only happen once or twice a week.These are the basic fundamentals that all markets seem to have in common. b.ii. Modern Markets Modern markets have all the fundamental elements of a traditional market, as discussed above. However, the most successful markets have a unique selling point that goes over and above those fundamentals. Examples include Camden Market where nothing is too weird or too outrageous, or the Grand Bazaar in Turkey that has been able to last hundreds of years giving it an ancient history that draws thousands of tourists through its doors on a daily basis. c. Cape Town Lastly, we took to the streets of Cape Town and interviewed a total of 80 people. This was the most appropriate method to use because of the array of different responses we knew we would receive. We had established guideline questions to prompt us and use as a basic skeleton to build on. We chose to interview at locations that offered an alternative food experience during the week and/or on weekends at the V&A Waterfront, inside V&A Market on the Wharf, Green Point and the CBD. Our general observations and our research lead us to discover key elements that would ultimately define our strategy, campaign concepts and executions. The research carried out at these locations enabled us to determine core insights, a clear target market and direct competitors, which became fundamental knowledge when determining strategic and creative campaign execution.

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Consumer insights are extremely valuable for any advertising campaign. It allows you to gain an invaluable understanding of consumers. They are concrete foundations for strategy. Being able to understand consumers’behaviour and thought processes allows you to come up with a strong campaign that consumers can easily identify with. After thorough research and relevant observations we were able to identify 5 core insights that further strengthened our argument for target markets, competitors and overall strategic and creative concepts and executions.

1. “Market on the what?”

The first insight is a direct quote from an interview that summarised perfectly a common response from many other interviews. “Market on the what?” clearly suggests that there are just far too many people that have not heard of V&A Market on the Wharf. A few examples: One lady inside the market told us that she comes to V&A at least once a week, but until that day, when she happened to be passing the market directly, she had never heard about it. She also mentioned that if she had heard about it sooner, she would likely have frequented it. Another woman who works in the V&A Waterfront said that she only heard about the market after it had already been open for 4 months.

2. V&A Market on the Wharf has no core identity Another common finding that was prevalent in many interviews was that no one seemed to come to the market for a specific reason and there was no factor that made the market particularly stand out from any other market. Below are some quotesthat best demonstrated the common themes that lead us to our second and third insights: (a) “It’s nice and quiet”. A lot of people said that they came to V&A Market on the

Wharf (as opposed to other markets) purely because it’s a lot quieter and is not as frantic.

(b) “All I know is that it’s a food market”. A lot of people said that they had a rough idea that V&A Market on the Wharf was a food market, but they couldn’t tell us much more than that, such as what type of foods etc.

INSIGHTS

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(c) “You mean the craft market?”When we mentioned Market on the Wharf, a lot of people instantly assumed that we were talking about the old craft market that has been running at V&A for over 20 years.

3. Market on the Wharf caters for modern and dynamic families

The forth insight dawned on us as we were sitting at MOTW over the weekend. We spoke to a lot of families, and we noticed that whilst parents and kids were all there together for the family outing, they had each found something within MOTW that they enjoyed on an individual level. For example, two Dads had cycled there with their kids, and while they sat outside and chatted over a plate of oysters; the kids were given a bit of pocket money and the freedom to go choose whatever they wanted. The kids all came out with different things and seemed really entertained. What this essentially showed us is that V&A Market on the Wharf caters for the dynamics of a modern family; the families who want to spend time together but also want to be able to find something for everyone, in other words, spend time together with an element of independence.

4. “We want to make the most of our lunch hour” This quote came from a lady sitting outside a very busy Food Lovers Market in the city centre during her lunch hour. The most important thing for her was to be able to get away from the office as quickly and easily as possible so she could have lots of time to chat to her friends in an enjoyable environment. This turned out to be a reoccurring theme. It was very important for a number of workers’ lunch hour destination to be very accessible, but at the same time, to be a real break and escape from the working environment, without being boring; rather something different and experiential.

5. Food, especially a variety of food has the ability to bring different people together.

This was an observation we made when sitting at V&A Market on the Wharf. What truly struck us were the unlikely combinations of people that were sitting together over a variety of meals. Simply put, this ultimately demonstrates the strength of food as a draw card that brings even the most dissimilar people together.

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Cape Town is quieter during the winter compared to the summer months as the number of tourists both domestic and international decreases. This has a damaging effect on the V&A Waterfront, as most of its visitors during the summer are tourists. It’s no secret that after Easter the V&A Waterfront turns into a ghost town. During winter the locals ‘take back’ the V&A Waterfront as the proportion of local visitors increases (or rather the proportion of foreigners decreases). From our observations during the week and on the weekend it’s clear that there are two distinct markets, within the local market that frequent the V&A Waterfront and the V&A Market on the Wharf:

TARGET MARKET

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1. Mark As we have discussed above, V&A Market on the Wharf needs to target locals. Realistically, the majority of locals work on a daily basis. From our observations it’s clear that working individuals make up a large proportion of visitors that frequent V&AWaterfront for the morning coffee rush, lunch hour and after work drinks. Targeting local professionals both in the V&A Waterfront and surrounding areas creates the opportunity to fill V&A Market on the Wharf during the working week. We spoke to a lot of these people about what it is that they’re looking for throughout these gaps in their busy days, and we have built a profile based on these conversations. This is Mark; he’s an amalgamation of every working professional that we spoke to and these are things that Mark looks for when finding a place to go before, during and after work:

• Variety: Mark has a lunch break everyday and likes to mix it up to keep things interesting. Mark also enjoys spending time with mates during and after work so there is a need to cater for every taste.

• Value health/organic cooking: Health is becoming more of a need than a

want as society evolves. Feeling good and looking good are new currencies and very important in a professional demographic.

• Convenience (proximity/accessibility): Mark is a busy man that keeps a tight

schedule. He cannot be late for work and only has a one-hour lunch break. He needs a place that’s close to work and if it is that little bit further it needs to be easily accessible (i.e. parking).

• Bang for his buck: Mark knows that going out for lunch everyday will get

pricey, so he’s going to be looking for the best value for money he can get (R40).

• Experience: As we’ve discussed before, Mark is keen to make the most of his lunch hour. He wants a break from the office but still wants to be excited and stimulated during his break.

• Social: A large contribution to Mark’s success in the work place relies on his

ability to work with people. Mark therefore places a strong emphasis on being social with his colleagues.

• Local: Mark is local, and being in the V&A Waterfront can often make him

feel like he’s a tourist in his own city, given all the tourists during the summer months. Mark appreciates being able to surround himself with local people. This is achieved by enabling interaction with local vendors and a sense of community.

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2. Susan

Cape Townians are very keen on finding new and different weekend activities, so there are prospects for V&A Market on the Wharf to position itself as just that, a weekend activity. Our observations over the weekend indicated that the market is frequented by a lot of young families that were looking to spend a longer period of time at the market (In other words they are looking to ‘make a day of it’). Therefore, the second target market isfamilies with younger children. This is Susan and her family. They represent every family that we spoke to and are an amalgamation of all the research, insights and observations that we have learned about those families. Susan values:

Variety: Susan has a lot of mouths to feed, fussy kids (and husband). She needs variety to cater for everyone’s needs and wants.

Health/Organic Cooking: Health conscious organic obsessed Susan wants only the freshest and most nutritious ingredients for her family.

Convenience:Susan has a lot on her plate already and has young children to constantly keep an eye on and help out. She values accessibility, secure parking and a safe environment.

Value for Money: Family outings are costly, therefore looking for the most affordable family enjoyment where you get what you pay for.

Stimulating Experiences: a break from thefamily’s weekly routine, where she can keep everyone entertained. Especially when it comes to her kids. She wants them to be able to be independent and take part in activities that keep them mentally stimulated.

Her Family’s Social Life: Looking for places that accommodate family/ friend outings. Kids can bring friends and Susan can finally have conversations with other adults.

Local Social Responsibility: Susan is very keen to support her local community in any way possible. She also knows that teaching her kids to do the same is very important.

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Commonalities in Mark and Susan As you can see, both target markets are looking for slightly different versions of the same thing. In the end they both value all the points below, even though they might be for very different reasons. Both Mark and Susan want:

• Variety • Healthy/organic meals • Convenience • Bang for their buck • Great experience • To be social • To support local South Africans

The common elements of both target markets form another part of our concrete

foundation, (along with our research, insights and observations) that formulates a

basis for our entire strategic thought. V&A Market on the Wharf is able to cater for

these different target markets. This will be discussed later under brand identity.

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The purpose of including a competitive review is to understand how our competitors operate in the same market and discover what they doing right as well what they might be doing wrong. Identifying gaps in the market can be incredibly helpful when trying to strategically position V&A Market on the Wharf and communicate core benefits they may have over its competitors. From our research and observations it’s clear that we are competing in two different arenas:

1. During the weekdays V&A Market on the Wharfis competing with a number of different food retailers and restaurantsprimarily in the Waterfront, and other indirect competitors in areas of close proximity (Green Point & CBD). These are the competitors that attract Mark.

2. During the weekend V&A Market on the Wharf is competing against

otherfood markets and other weekend activities. These are the competitors that attract Susan.

COMPETITIVE REVIEW

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Weekday Competitive Review: a. Direct Competitors: The V&A Waterfront has a large variety of restaurants that cater for the working population in and around the V&A Waterfront.

V&A Fast-food court Steers, KFC, McDonald’s, Subway, Debonairs, Calamari Express, Subway, Kauai etc.

V&A Restaurants Beluga, Sevruga, Ocean Basket, Spur, Den Anker, Primi, Quay Four, Nobu, Mitchells, Moyo, Willoughby’s etc. All these, and many others in the V&A Waterfront are reputable for high quality food and service that goes above and beyond the norm.

Cape Quarter Spar

We’ve included the Cape Quarter Spar because of its close proximity and its extreme popularity amongst working professionals in the surrounding area. Cape Quarter Spar has very competitive prices;it’s convenient and offers free parking (a factor that was important for the people that frequented it). b. Indirect Weekday Competitors

Food Lovers Market (CBD)

V&A Waterfront Woolworths

V&A Waterfront Pick n Pay

Small independent Vendors in V&A Waterfront

Engen(Oranjazicht)

Pick n Pay Express (Green Point)

Prestwich Street (Green Point)

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Graph Illustrating the comparison of Market on the Wharf to Weekday

Competitors:

This graph illustrates how Market on the Wharf has the ability to outperform, or at

least be on par with its main competitors. It compares all the elements that are most

important for working professionals at lunchtime (price, quality, convenience and

experience). V&A Market on the Wharf has the highest level for experience,

convenience and quality with a suitable price structure i.e. a price that reflects best

value for money. The advantages of the V&A fast food court and the Cape Quarter

Spar are that they are both highly convenient, as they are very time efficient on

delivering food to the customer (remembering that workers only have an hour for

their lunch break). However, the fast food aspect doesn’t reflect much of an

experience, however the prices are low. The V&A Waterfront restaurants, as

discussed above pride themselves on excellent quality and service but these justify

the very high prices they charge.

As you can see, Market on the Wharf has the perfect balance of the four elements

that gives it the potential to become the number one choice for weekday meal times,

lunch in particular. However, for some reason (most likely due to low awareness)

this is not the case. The V&A fast food court, restaurants and Cape Quarter Spar are

all vastly busier than Market on the Wharf. We do however have a solution to this

problem that will come to light in the brand identity chapter.

V&A Fast Food Court

Cape Quarter Spar

V&A Restaurants

Market on the Wharf

Price

Quality

Convenience

Experience

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Weekend Competitive Review:

a. Direct Weekend Competitors

From our interviews it was clear that The Bay Harbour market and The Old Biscuit

Mill were the first markets that came to mind when we asked people to name

markets in Cape Town.

The Bay Harbour market and the Old Biscuit Mill are similar to one another in terms

of products, quality, price structure and variety. These commonalities are the basic

elements without which few markets would succeed. However, both of these

markets have unique selling points that:

1. Go over and above and stand out from the common elements listed above

2. Give the market core identities

These core identitiesseparate the markets from each other. They also make up the

core benefits that the markets have to offer. These unique benefits are then made

quite clear to consumers who are ultimately able to attach a clear and appropriate

identity to each market.

b. Indirect Weekend Competitors

Indirect weekend market competitors to V&A Market on the Wharf include all other

potential family activities. Some Examples:

A picnic in Newlands Gardens

A visit to a wine farm

A braai at home

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Graph illustrating the comparison of Market on the Wharf to its main Weekend

Competitors:

The graph above illustrates how all three markets share the same key elements that are crucial to the success of anymarket. However, the Bay Harbour Market and the Old Biscuit Mill have that one special element, that unique selling point that stands out over and above the other elements and give them their brand identities. These brand identities are clearly communicated to consumers so as to position themselves differently to one another. For the Bay Harbour Market it’s the Proudly South African and entertainment focus that separates it from other markets. For the Biscuit Mill the core identity is based on the heritage site and being the “first of its kind” in the Western Cape. In the case of V&A Market on the Wharf, there is no unique selling point that is being clearly communicated to consumers (as we’ve discovered from our insights). As a result there is no clear brand identity being communicated to consumers that allows the V&A Market to be separated from every other market.The lack of communication of a brand identity coupled with lack of awareness makes it very difficult for V&A Market on the Wharf to attract new customers. Please read on to discover the solution to this problem.

Bay Harbour Market Old Biscuit Mill V&A Market on the Wharf

Variety

Local

Price

Quality

USP

?

?

?

?

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Throughout our research into markets around the world and markets within Cape Town, and as discussed above in the competitive weekend review, it’s very clear that every successful market fulfills two key criteria:

1. They perfect the key fundamentals expected of any food market (variety, price, quality and local).

2. They identify a unique selling point over and above these market essentials. Examples of successful markets with well established unique selling points:

As discussed above, the Old Biscuit Mill’s unique selling point is that it is based on heritage and being the first of its kind in the Western Cape.

The Bay Harbour Market’s unique selling point is that is focused on locals and entertainment.

The City Bowl Food market’s unique selling point is that it is all about the food.

We thus attempted to discover what elements Market on the Wharf has perfected that could perhaps be capitalised on in order to develop this core unique brand identity. Several elements that occurred to us included:

Local

Food excellence

Heritage

Cozy winter feel

Entertainment However, upon getting a feel for other markets, we realised that all of these elements as identities have already been “taken”. This is when it dawned on us that what sets V&A Market on the Wharf apart is not these elements in themselves, but rather its ability to enable these elements (as a whole) to fit in with and cater for modern day-to-day lifestyles. In doing so, V&A Market on the Wharf is the very first market that isn’t attempting to separate itself

BRAND IDENTITY

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from the every day hustle and bustle, but is rather trying to make itself an integral part of it. V&A Market on the Wharf is setting the trend and is a pioneer as to how markets should operate in a progressive society. In so many ways it is a modern take on traditional markets. It is built on the basis of three core elements:

It’s an array of food

The diverse array of people and tastes it caters for

The array of food experiences that it offers (such as the beer college, the demo kitchen, Pimp your Biscuit etc.)

By virtue of the fact that it is in a very central location, it boasts a very contemporary interior design, and its is a market/retail hybrid; V&A Market on the Wharf has the ability to deliver its three core elements amidst the hustle and bustle of day-to-day lifestyles. It is this combination of being part of the daily hustle and bustle AND the ability to cater for an array of contemporary lifestyles and tastes that makes V&A Market on the Wharf THE modern market. It is a contemporary take on traditional markets that caters for all modern day South Africans.

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The S.W.O.T. Analysis was not included in the presentation but acts as an easy to read summary of all our strategic thinking that has preceded it. It provides the opportunity to summarise the weaknesses and strengths of V&A Market on the Wharf and more importantly the threats and opportunities looking forward.

Strengths Centrally located Food experience Undercover Caters for adults and kids alike Soon to be daily High quality and variety

Weaknesses No brand identity Lack of awareness Under developed interiors No external draw card for passing

people

Opportunities Lunch hour/after work drinks influx Large working population in and

around V&A Several USP factors that can give

MOTW a unique brand identity Accessible to many surrounding

residential areas

Threats Bay Harbour and Old Bisc. Mill’s well

established brand identities Convenience of Cape Quarter/fast food

court Quality and experience of V&A

restaurants

SWOT ANALYSIS

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Having discovered core insights through thorough research we were able to develop of a unique brand identity:That market on the Wharf is THE modern market. This brand identity can be used to differentiate V&A Market on the Wharf from other food markets and retailers. It can also be used to clearly communicate a core benefit that V&A Market on the Wharf offers; this being that V&A Market on the Wharf has the ability to cater for a vast array of different personalities with different tastes on a daily basis, in the hustle and bustle of a progressive city. It’s our marketing objective to then communicate this core benefit to consumers and address the issue of awareness.

1. Develop a unique identity for Market on the Wharf within 3 months.

2. Build awareness around Market on the Wharf’s new unique identity.

OBJECTIVES

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A get-to-by is a statement of strategic intent. It summarises entire strategic thought process into one sentence and forms the basis of our creative concepts and executions:

The ‘get’ summaries the target market

The ‘to’ states the main objective

The ‘by’ communicates the unique selling point that illustrates the core benefit that V&A Market on the Wharf has to offer.

Get: On-the-go, experience seeking, progressive South African To: Make Market on the Wharf’s an integral part of their daily and weekly routines By: Making them aware that V&A Market on the Wharfis THE modern market that

celebrates and caters for their modern, urban lifestyles.

GET TO BY

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This chapter explains the transition from strategic thinking to creative concepts.As discussed above, V&A Market on the Wharf has the ability to cater for a vast array of individuals who want a large variety of meals and experiences. It’s the combination of this ability with the ability to offer all of these factors amidst the hustle and bustle of day-to-day lifestyles that make V&A Market on the Wharf THE modern market. This allows V&A Market on the Wharf to be positioned as just that. It is essentially offering a contemporary version of this array of meals and experiences to an array of individuals. Conceptually, it’s the meals, individuals and experiences that has enable the development of a creative concept.

MIX

Meals, Individuals, Xperience

STRATEGY TO CREATIVE

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Insight The V&A Market on the Wharf is the ultimate modern market. It isn’t just offering a wide variety of food and entertainment or simply catering to a one specific target market, but rather doing all three in one place, on a daily basis in heart of Cape Town. This gives it the distinctive brand identity of being a modern mix of meals, individuals and experiences. Idea We wish to make this insight the market’s brand identity and position the Market on Wharf as the perfect mix of meals, individuals and experiences. Rollout Print Advert To introduce the concept, a series of print ads with some hybrid terms and definitions of the mix of food, people and experiences will be released. Loyalty card At the same time as the print adverts are released, a “Daily Diners” loyalty cardwill be allocated and delivered to companies around the Waterfront. The card is valid Monday to Friday between 12-2pm. As a base reward, consumers will get a 10% discount every time they use their Daily Diners card. In addition to this, consumers get a different stamp/sticker for every time they buy from a different vendor at the market. The rewards would ultimately be up to the vendors’ and your discretion, but some examples might include: After the fifth visit to a different vendor, consumers will be awarded a free meal combination. The more consumers use their Daily Diners card and try different vendors, the bigger the incentives will become. Another example might be that on the 10th time consumers have mixed their meals, they will receive free access to the demo kitchen etc.

CREATIVE EXECUTION

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Facebook Page From the beginning of the campaign, the Market on Wharf Facebook page will feature an app, which assigns you a flavour combination based on your Facebook activity. The app goes through the statuses you’ve made, music you’ve listened to, games you’ve played, wall posts, and events you’ve attended over the last month; looking for key words like “love” “cold” or “tired.” The app then assigns you two different flavours based on these words so if you post about feeling cold, it will assign you warm flavours like chilli or spicy and if you post about being in love, the app will suggest sweet flavours. The app takes two of these flavours and combines them into a hybrid term, (similar to those in the print adverts) e.g. “Frilli” (A combination of fruit and chilli.) along with a list of vendors at the Market on the Wharf which offer meals that contain those flavours. (The Facebook page will also include information about the loyalty card and the challenges.) Twitter After receiving their flavour mix from Facebook; consumers will have the option of entering a lucky draw to win a free event such as a dinner or free round of drinks at the market simply by sharing their flavour combination on Twitter. This will attract more people for after work drinks to maximise sales at the bar, which will indirectly boost sales of food. Posters As a driver to the upcoming challenges, posters will be placed in businesses surrounding the V&A Waterfront such Allan Grey, BP and the Business School. The posters will challenge consumers to take part in the upcoming mix contests with cheeky lines like: “Prove you’re the big cheese AND the cherry on top this Thursday at the Market on wharf.” Challenges For a period of nine weeks, a challenge will be held every Thursday evening after business hours at the Market on the Wharf, each with a prize for winning. The prizes are again up to your discretion but just to get the idea across we have included some examples. The challenges will include:

“Guess the vendor”: Teams of two must taste a series of mixed ingredients

from different vendors at the Market on the Wharf blind-folded and must try

guess which flavour belongs at what vendor. Teams with the most

ingredients guessed correctly can win a free dinner for two.

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A food quiz: Teams of three answer a food quiz (based on the signature

dishes from different cultures.) Winners will receive a free Demo Kitchen or

College Beer experience.

Along with the Thursday challenges, there will be weekend challenges (advertised on the Facebook page) designed to accommodate families with children. The challenge will be:

A Skewer Mix: Families with children put together “mixed skewers” from a

variety of different ingredients offered by the market’s vendors. The most

inventive gets a free kid’s party event at the Market on Wharf. This shows

the market’s appreciation for all ages.

Recipe Book and launch As a surprise finale for the campaign, a “Mix Meals” recipe book, featuring a dish from each vendor. The dishes can include examples from their store, or if they are unwilling, a recipe of a dish aligned with their genre of food. The book can be launched at the V&A Waterfront at Market on the Wharf. The event will be advertised on the V&A Market on the Wharf Facebook page.At the book launch, the concept of “mix” will be brought across through a mix of music, (French, Afrikaans, Mexican, Kwaito etc.) and the decorations, (Japanese and English umbrellas, shwe-shwe pattern covered piñatas, doily bunting etc.) Also at the event, will be a mixed buffet of mini versions of each vendor’s signature dish. Each food item available will be part of a “meal mix” and will come with an accompanying item. Meals that are different, but work together. For example, a meaty salad from Build a Salad and Angus meat.

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The channels we have chosen have been carefully selected to find those that will give the maximum reach but without breaking the bank. We know that V&A Market on the Wharf spends approximately R30, 000 per month on flyers and as of yet is the only means of awareness advertising. We’ve used this as a guideline budget when choosing channels. This chapter aims to fully explain why we chose certain channels. Print For our print adverts, we have chosen two channels:

1. Get It (R13,176 for one A4 colour advert/month)

2. 2 Oceans Vibe (R30,000 for months)

1. Get It Magazine

Nationally distributed but regionally tailored Get It magazine is distributed throughout South Africa. They offer the benefit of being recognised nationally but are also tailored for different provinces. This eliminates the wastage that is incurred with generic national magazines, wherein costs of placing an advert are astronomical (e.g. Food&Home is R33, 630 for an A4 advert), and yet the ad is not even applicable to three quarters of the readership.

Rare combination of quality AND free publication Get It is a well-recognized, quality publication, but it is also free. No other magazines in South Africa are able to boast this unique combination offering.

Versatile enough to capture both the Marks and the Susans In the latest Get It, it is very clear that it offers a range of articles that target both Mark and Susan. The June issue features Cape Town’s ‘it’ girl, Roxy Louw on the cover and contains articles about the Wacky Wine festival. This is relevant to the Marks. It also features articles on the winter Kids Ahoy program being offered at V&A Waterfront (which features Market on the Wharf), an article relevant to Susan. This incidental feature may even provide a small platform to work from in upcoming issues. (THE PERFECT MIX)

CHANNELS

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Ideal distribution whilst minimizing wastage The publication is also distributed in areas that capture both Mark and Susan. Three key areas of Get It’s Cape Town based distribution (of 30 000 magazines) are very relevant to the Marks: the Waterfront, CBD and the Atlantic seaboard. Furthermore, Get It’s distribution extends into suburbia (Newlands, Claremont, Constantia etc), which reaches Susan.

2. Oceans Vibe Editorial

Exceptional reach: 250 000 users on a monthly basis.

Bang for buck Exponentially greater reach than a lot of other media, particularly the average glossy magazine and yet still exponentially cheaper!

Relevant content 2 Oceans Vibe is one of the largest blogs in Cape Town. It is exceedingly relevant to the Marks in terms of content, largely due to its topicality across all spheres.

Ideal readership Its readership is almost perfectly aligned with Mark. It boasts about a “unique niche readership of decision makers and opinion leaders” – 60 % of which are business owners and Cape Town based.

Elitist Forming a partnership with them is almost the equivalent of acquiring the 2 Oceans Vibe ‘stamp of approval’. It also ensures that your brand is being aired in a de-cluttered environment.

Cross channel synergy Synergy between 2 Oceans platforms enables an integrated marketing campaign. Every article is linked to Seth Rotherhyme’s (2 Oceans’ founder) Facebook account, which in itself has over 2000 followers. 2 Oceans radio also plays a complementary role in that it amplifies the editorial, and it allows us to reach Susan (extremely well pinpointed listenership with Moms over a certain period).

Users see it as content, not advertising Traditionally, articles are seen as a less abrasive form of advertising compared with a single full-page colour add, which can be seen as slightly aggressive.

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3. Daily Diners Club Card

The distribution of daily diner cards to businesses within a 1 km radius of the waterfront forms the crux of the channel strategy. It is not only a means of creating awareness, but it is also ultimately a gesture and invitation to the local working population, an offer to enter into a relationship of sorts. There is no means with which to address the working population more directly than to offer them a customized and personal invitation. Inevitably it is a demonstration of the fact that amidst the hub of Cape Town tourism (V&A Waterfront), there is at least one place that has not forgotten to look out for locals. There are more than 85 businesses, big and small that are in walking distance from the V&A Market on the Wharf. Combined these business have over approximately 3000 – 5000 employees that are likely to go to V&A Market on the Wharf. Allan Gray, BP, UCT Business School andNedbank alone have over 2000 employees.

4. Facebook Application

The Marks and Susans are social media based A marketing strategy (that is aimed in part at young working professionals) wouldn’t come full circle without some sort of social media aspect. Although our strategy is not focused on this, we still thought it necessary to extend social media beyond just saying ‘find us on FB’.

An interesting means of showcasing V&A Market on the Wharf’s variety It is necessary to expose the Marks to the variety that V&A Market on the Wharf has on offer, and this allows it to be done in a slightly more interactive and engaging manner than merely posting hoards of food information.

Complements and ties in with the Lunch for Locals program As previously mentioned, the Lunch for Locals program forms the crux of the channel strategy aimed the Marks. The Facebook app ties in logically with what the Lunch for Locals program is all about.

Finds a way to turn workday procrastination into a benefit It is no secret that a lot of people spend a lot of time not working at work. Angry Birds, social media and viral e-mails have been clocking up the hours, but aside from being fun means procrastination, there are few other benefits to these. Market on the Wharf’s Facebook app fills the procrastination ‘need’ whilst adding a significant benefit by allowing locals to ultimately decide what they are going to have for lunch.

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Budget break down: Get It: R13,176 for one A4 colour advert per month for a period of 3 month total R39, 528 2 Oceans Vibe: R5000 pr articles, twice a month for a period of 3 months total R30, 000 Daily Diners Card: R20 per card for 2000 employees R40, 000

R109, 528 *The above budget does not include cost of the launch party, printing of posters and cookbook.

BUDGET

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This is what you, the client wanted:

Warm up winter and boost sales

Open 7 days a week

“Local is lekker” We feel that we have achieved and exceeded your expectations. Having established a solid brand identity based on thorough research, numerous core insights and observations we were able to communicate a unique selling point. This modern market that has the ability to cater for different individuals who have a variety of tastes and who want a vast array of experiences within the hustle and bustle of Cape Town on a daily basis. We have come up with an appropriate campaign that talks to a relevant target market and uses imagery and copy that fits in perfectly with the brand identity. We have chosen channels that’ll maximize awareness for both target markets and which appropriately reinforce V&A Market on the Wharf’s ability to place itself asan integral part of the city’s daily hustle and bustle. Thank you again for the opportunity to work on your brand. The entire process has been extremely beneficial to us and we hope it’s been the same for you.

CONCLUSION

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