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Managing Mass Communications Research Paper
Managing, Mass, Communications, Research, Paper
Magical ability to connect people no matter who they are or how they live. Andy Warhol said it best, “A Coke is a Coke and no amount of money can get you a better Coke than the one the bum on the corner is drinking.”
One of Coca-Cola’s most memorable and successful commercials was called “Hilltop” and featured the song, “I’d like to buy the world a Coke.” Launched in 1971, the ad featured young adults from all over the world sharing a happy, harmonious moment and common bond (drinking a Coke) on a hillside in Italy.
The commercial touched so many consumers emotionally and so effectively showed the worldwide appeal of Coke that the song became a top ten hit single later that year.
Coca-Cola’s television commercials still touch upon the message of universal connection over a Coke, often in a lighthearted tone to appeal to a young audience. In one spot, a group of young adults sit around a campfire,
playing the guitar, laughing, smiling, and passing around a bottle of Coke. The bottle reaches a slimy, one-eyed alien who joins in on the fun, takes a sip from the bottle, and passes it along.
When the next drinker wipes off the slime in disgust, the music stops suddenly and the group stares at him in disappointment. The man hesitantly hands the bottle back to the alien to get re-slimed and then drinks from it, and the music and the party continue in perfect harmony.
Coca-Cola’s mass communications strategy has evolved over the years and today mixes a wide range of media including television, radio, print, online, in-store, digital, billboard, public relations, events, paraphernalia, and even its own museum. The company’s target audience and reach are so massive that choosing the right media and marketing message is critical.
Coca-Cola uses big events to hit huge audiences; it has sponsored the Olympics since 1928 and advertises during the Super Bowl. Red Coke cups are placed front and center during top-rated television shows like American Idol, and the company spends over $1 billion a year on sports sponsorships such as NASCAR and the World Cup.
CocaCola’s global campaigns must also be relevant on a local scale. In China, for example, Coca-Cola has given its re- gional managers control over its advertising so they can include appropriate cultural messages.
The delicate balance between Coca-Cola’s local and global marketing is crucial because, as one Coca-Cola executive explained, “Creating effective marketing at a lo- cal level in the absence of global scale can lead to huge inefficiencies.”
In 2006, for example, Coca-Cola ran two campaigns during the FIFA World Cup as well as several local campaigns. In 2010, the company ran a single cam- paign during the same event in over 100 markets. Executives at Coca-Cola estimated that the latter, more global strategy saved the company over $45 million in efficiencies.
When it comes to mass marketing, perhaps no one does it better than Coca-Cola. Coke is the most popular and best-selling soft drink in history. With an annual marketing budget of nearly $3 billion and annual sales exceeding $30 billion, the brand tops the Interbrand ranking year after year.
Today, Coca-Cola holds a current brand value of $68 billion and reaches consumers in over 200 countries, making it the best-known product in the world. In fact, Coca-Cola is such a global phenomenon that its name is the second-most understood word in the world (after okay).
The history of Coke’s success is astonishing. The drink was invented in 1886 by Dr. John S. Pemberton, who mixed a syrup of his own invention with carbonated water to cure headaches.
The company’s first president later turned the product into a pop culture phenomenon by introducing it to pharmacists and consumers around the world and handing out clocks, posters, and other paraphernalia with the Coca-Cola logo.
Coca-Cola believed early on that to gain worldwide acceptance, the brand needed to connect emotionally and socially with the masses, and the product needed to be “within arm’s-length of desire.” So the company focused on gaining extensive distribution and worked hard at making the product loved by all.
In World War II, it declared that “every man in uniform gets a bottle of Coca- Cola for 5 cents, wherever he is, and whatever it costs the company.” This strategy helped introduce the soft drink to people around the world as well as connect with them positively in a time of turmoil.
Why is Coca-Cola so much bigger than any other competitor? What Coke does better than everyone else is create highly current, uplifting global campaigns that trans- late well into different countries, languages, and cultures. Coke’s advertising over the years has primarily focused on the product’s ability to quench thirst and the brand’s.
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shave on the planet” the six-bladed Fusion, with five blades in the front for regular shaving and one in the back for trimming.
Today, Gillette holds a commanding lead in the shaving and razor business with a 70 percent global market share and $7.5 billion in annual sales.
Six hundred million men use a Gillette product every day, and the Fusion razor accounts for 45 percent of the men’s razors sold in the United States. Gillette’s mass appeal is a result of several factors, including extensive consumer research, quality product innovations, and successful mass communications.
While Gillette’s product launches have improved male grooming, it’s the company’s impressive marketing knowledge and campaigns that have helped it reach this international level of success.
Traditionally, Gillette uses one global marketing message rather than individual targeted messages for each country or region. This message is backed by a wide spectrum of advertising support, including athletic sponsorships, television campaigns, in-store promotions, print ads, online advertising, and direct marketing.
Gillette’s most recent global marketing effort, “The Moment,” launched in 2009, is an extension of its well- recognized campaign, “The Best a Man Can Get.”
The campaign features everyday men as well as the Gillette Champions baseball star Derek Jeter, tennis champion Roger Federer, and soccer great Thierry Henry experiencing moments of doubt and Gillette’s grooming products helping them gain confidence.
The campaign was designed to help Gillette expand beyond razors and shaving and increase sales of its entire line of Despite its unprecedented success over the years, Coke is not perfect. In 1985, in perhaps the worst product launch ever, Coca-Cola introduced New Coke a sweeter concoction of the original secret formula.
Consumers instantly rejected it and sales plummeted. Three months later, Coca-Cola retracted New Coke and relaunched the original formula under the name Coca-Cola Classic, to the delight of customers everywhere.
Then-CEO Roberto Goizueta stated, “The simple fact is that all the time and money and skill poured into consumer research on the new Coca-Cola could not measure or reveal the deep and abiding emotional attachment to original Coca-Cola felt by so many people.”
Coca-Cola’s success at marketing a product on such a global, massive scale is unique. No other product is so universally available, universally accepted, and universally loved. As the company continues to grow, it seeks out new ways to better connect with even more individuals.
Referring to itself as a “Happiness Factory,” it is optimistic that it will succeed.
Sources: Natalie Zmuda, “Coca-Cola Lays Out Its Vision for the Future at 2010 Meeting.” Advertising Age, November 22, 2009; Natalie Zmuda, “Coke’s ‘Open Happiness’ Keeps It Simple for Global Audience,” Advertising Age, January 21, 2009; John Greenwald, “Will Teens Buy It?”
Time, June 24, 2001; “Coca-Cola Still Viewed as Most Valuable Brand.” USA Today, September 18, 2009; Edward Rothstein, “Ingredients: Carbonated Water, High-Fructose Corniness . . .” New York Times, July 30, 2007; Brad Cook, “Coca-Cola: A Classic,” Brandchannel, December 2, 2002; Coca-Cola, Annual Report.
Gillette knows men. Not only does the company under- stand what products men desire for their grooming needs, it also knows how to market to men all around the world. Since the invention of the safety razor by King C. Gillette in 1901, Gillette has had a number of break- through product innovations.
These include the first twin- blade shaving system in 1971 named the Trac II, a razor with a pivoting head in 1977 called the Atra, and the first razor with spring-mounted twin blades in 1989 dubbed the Sensor. In 1998, Gillette introduced the first triple- blade system, Mach3, which became a billion-dollar brand surpassed only by the 2006 launch of the “best.
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