Brand Audit Assignment

Brand Twix

Aoife Ward

Sarah O’Loughlin

Subject: Marketing Management

Lecturer: Deirdre Fleming

Submission Date: 16/03/2016

Contents1. Executive summary..............................................................................................................3

1.1 Brief description of brand...............................................................................................3

1.1.1 Define target market................................................................................................3

1.1.2 Competitive advantage your brands enjoys in the marketplace..............................3

1.1.3Positioning statement...............................................................................................3

1.1.4 Key recommendations:............................................................................................4

2. Introduction......................................................................................................................... 5

2.1 Industry.......................................................................................................................5

2.2 Issues affecting demand..............................................................................................5

2.3 Twix.............................................................................................................................6

2.4 Pricing......................................................................................................................... 7

2.5 Distribution.................................................................................................................7

2.1 Market situation and analysis of the brand....................................................................8

2.1.1 Economic..................................................................................................................8

2.1.2 Social........................................................................................................................9

2.1.3 Technology.............................................................................................................10

2.3 Industry environment...................................................................................................10

2.3.1 New Entrants..........................................................................................................11

2.3.2 Substitutes ............................................................................................................ 11

2.3.3 Competitive environment......................................................................................11

3. Market segmentation and customer analysis....................................................................15

3.1 Market segmentation...................................................................................................15

3.2 Target market/segmentation characteristics................................................................16

3.3 Market research findings..............................................................................................17

3.3.1 Personas.................................................................................................................17

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4. Brand vision........................................................................................................................18

5. Brand equity application....................................................................................................20

6. Brand positioning...............................................................................................................21

7. Brand identity.....................................................................................................................23

7.1 Old................................................................................................................................ 23

7.2 New...............................................................................................................................24

8. Strategic brand management tool choice of your own......................................................26

9. Brand objectives and goals.................................................................................................27

9.1 Mission statement........................................................................................................27

9.2 Objectives for volumes, sales, market shares, gross margins, net profit, ROI..............27

9.3 Convert objectives to goals by assigning magnitudes and dates..................................28

10. Key Findings......................................................................................................................29

11. Recommendations........................................................................................................... 29

11.1 Promotional strategy..................................................................................................29

11.1.1 Sales Promotion...................................................................................................29

11.1.2 Social....................................................................................................................31

11.2 Product/packaging/design/labelling/service strategy................................................33

11.3 Place and distribution strategy...................................................................................33

11.4 People strategy...........................................................................................................33

11.5 Pricing.........................................................................................................................34

Appendix................................................................................................................................ 35

Focus Group........................................................................................................................35

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1. Executive summary 1.1 Brief description of brand The Twix bar is a finger shaped bar made with crunchy biscuit topped with a thick layer of

chewy caramel covered in creamy dairy milk chocolate. This 3 layer combination of

chocolate, caramel and biscuit provides a unique and very specific type of chocolate bar.

Twix fingers are notoriously packaged in pairs which has somewhat defined their character

over the years. Twix is packaged within a distinctive wrapping using bold gold’s, reds and

black which encompass the identity of the brand. A notable feature on the wrapping is the

use of a pause symbol instead of a regular dot on the 'I' in Twix. This feature was rolled out

on Twix packaging in 2011 with the intention to emphasis the idea of 'pausing' and 'taking a

moment for oneself' while enjoying a Twix. This push was a response to their competitor

Nestlé Kit-Kat’s take a break slogan.

Their style of advertising more than often comprised of one of the two bars snapped in half

to show the soft caramel against the biscuit base. The first ever US communication strategy

for the bar adopted the slogan “Chocolate, Caramel and a Surprising Cookie Crunch!”

Throughout the 1990s Mars ventured into a period of extensive experimentation with the

Twix bar. A wide range of new flavours were made available for instance; fudge, dark

chocolate, white chocolate, mint, coffee, orange, triple chocolate, and most recently Twix

Java and Twix Cappuccino. Additionally Twix ventured into the ice-cream world in the early

1990s. This seen Twix’s sales boost rapidly outside of their traditional markets.

1.1.1 Define target marketCurrently the target market for Twix is predominantly males between the ages of 25 to 45.

1.1.2 Competitive advantage your brands enjoys in the marketplaceThis 3 layer combination of chocolate, caramel and biscuit provides a unique and very

specific type of chocolate bar. No other branded two fingered biscuit bar currently exists on

the market.

1.1.3Positioning statement Twix wants to offer more than just a product but an experience too. Twix wants to give back

to their customers and inspire then to reconnect and gather together with those who

matter to them.

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1.1.4 Key recommendations:It is evident the Twix has a great taste and is loved by many, however this is not reflected in

sales figures. The ultimate goal for Twix is to become a salient brand. To do this the

recommendations below should be followed, further discussion of implementation can be

found in section

1. The initial objective of this research is to increase brand associations and create a

defined brand personality.

2. Build a well-rounded, and identifiable brand personality by developing positive

cognitive connections with “togetherness” and “socialising”.

3. Actively managing a balance between the gender fluidity of Twix’s target market

with tactical promotions and product additions.

4. Drive customer engagement and consumer generated content in an effort to create

long lasting relationships

5. Drive sales incrementally from a combination of the above objectives and ultimately

increase market share.

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2. Introduction 2.1 Industry The European confectionery market seen a growth of 3% in 2014 reaching over €70594

million. This figure is forecasted to grow by a further 15% in 2019, meaning that the market

would be worth nearly €82 million. Chocolate dominates the market as the segment

accounts for nearly 60% of the confectionary markets total value. Mondelez International

Inc. leads the European confectionery market, holding 16% share of the confectionary

markets value. Rivalry is high in this industry. Despite competitor’s diversity, they remain to

depend heavily on the food and beverage markets in general and so, combined with low

consumer switching costs drives up rivalry (MarketLine, 2015).

In addition to this, emerging markets are also a force to be reckoned with! For instance,

Nigeria has seen a 286% rise in growth of their chocolate industry between 2007-2012

(KPMG, 2014).

In more recent figures, it is expected that Saudi Arabia chocolate revenues will grow by

43.5%. In 2013 Mars, who currently have 45% of the market, recognised the country's

potential and opened their first production facility there (KPMG, 2014).

Here we can see that the external environment is prospering, paving out huge potential for

those in the industry to step up and reap the rewards, however Twix currently do not seem

to be adequately prepared for this. The lack of brand identity and strength will cause big

issues long term in such a competitive environment.

2.2 Issues affecting demandIn terms of poorer consumers, chocolate has a greater income elasticity. Income elasticity of

chocolate strongly correlates with income per capita. Value-led growth strategies have led

the way as a result in emerging markets (e.g. Bolivia). Income shocks in countries have a

much bigger impact on chocolate consumption than in richer countries (e.g. Denmark).

Premiumising chocolate provides an opportunity for survival when faced with rising input

costs and decreases in market volume demands. Premiumisation could possibly absorb

some of the shock and help protect margins. Demand drivers moving forward vary

substantially from country to country and so one size does not fit all in terms of strategy. In

terms of price, analysis reveals that premium brands outperformed in the US and UK

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markets. In the confectionary market, success is heavily reliant on the strength of the

marketing mix. It is all about having a global brand when it comes to “soft demand drivers”.

Soft demand drivers, for instance marketing, innovation and changing tastes are dominant

features found in developed markets. US, Japan and the UK fit this accordingly. The creation

of brand loyalty is key here as they are markets that react positively to marketing efforts

(Euromonitor International , 2015)

2.3 Twix Twix as a chocolate bar needs to remind consumers of its existence because as we know in

the competitive world of chocolate, sales are most definitely reliant on being salient or at

the top of the consumers mind. Studies carried out on stores stock keeping units have

shown that Twix has seen a 9.5% fall in unit sales in 2012 from the previous year. Twix's

positioning has been inconsistent over the years. Every 3-5 years they launched an entirely

new campaign with the excessive use of 15 different end lines in 20 of them. Twix realised

this lack of transparency and clear image and took inspiration from Snickers. They saw the

opportunity to develop a personality along with a compelling brand proposition. Their big

idea was a campaign that emphasised the two-bar format of the Twix bar, creating a

fictitious rivalry between each side/bar. The campaign could have been hailed as a success

at the time as it got consumers to engage with the brand digitally. It also generated a ROMI

of 3.35 in the first 12 months in the USA (WARC, 2014).

Despite its success initially, there has been a severe failure in the upkeep of branding,

positioning and advertising.

People like the taste of Twix yet sales do not communicate this, why? When asked whether

or not they were familiar with Twix’s current marketing efforts; the left/right campaign, 65%

of consumers said they were either unfamiliar or confused by it. Clearly Twix has lost sight

of future marketing plans it has become what Miles and Snow (1992) would call a reactor in

the industry. Rather than being innovative they seem to have lost sight of the brands future.

Visible and up-to-date advertising of the brand seems to be scarce if not non-existent.

It does not matter whether your chocolate bar is tasty or not, if it’s not on the top of the

consumers mind at point of sale it simply won’t be chosen. Unfortunately Twix is seen to be

a non-key player within the Mars portfolio, a small brand with 2.5 times less the sales than

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its competitors Snickers and its direct competitor kit-Kat by Nestle according to Warc.

However this can be adequately addressed with fresh, innovative and tactical marketing

efforts in order to revive Twix’s sales.

2.4 PricingPricing in the confectionary market is quite stable.

Brands tend to sit within the €1 - €2 price range,

particularly those in direct competition with Twix. It is

generally not very common to differentiate based

solely on price in this particular industry.

2.5 DistributionTwix is available in convenience stores, supermarkets,

and most public places with vending machines. The

Twix bar itself has had many versions and limited editions in the past in an attempt to boost

sales for the brand. The following is a list of the previous and some current brand extensions

and their corresponding geographical locations.

Ireland/Uk Europe US Australia Asia

Triple Chocolate

Chocolate Ice Cream Twix (Bars)

Twix Tea Breaks

Twix Top

Ice Cream Twix (Bars)

Bisc& Twix

Twix Xtra

Choc 'N' Orange Twix

White Chocolate Twix

Twix Super Thick Shake

Cookies-n-Creme Twix

Chocolate Fudge Twix

Gingerbread Twix

Twix Miniatures

New Twix

Ice Cream Twix (Pot)

White Chocolate Twix

Twix Topix

Twix Cappuccino

Twix Fino

Dark Chocolate Twix bisc & Twix Top Choco

Peanut Butter Twix

Twix PB

Twix 100 Calorie Bars

Dark Chocolate Twix

White Chocolate Twix

Twix Coconut

Twix Java

Twix Pods

Mint Slice billu

Coffee Twix

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2.1 Market situation and analysis of the brand 2.1.1 EconomicTwix are operating in a growing economy. Confectionary sales are expected to increase by

16% this highlights the opportunities for growth in the future (MarketLine, 2015). These

products are seen as inelastic goods to an extent. In Irish term, consumer spending has

increased .08% since 2013 (Trading Economics, 2016 (a.)). The increased consumer spending

is due to increased consumer confidence, according to Nielson, consumer confidence is at

97. This is good news in terms of inelastic products. Decreasing unemployment rates have

also contributed to the increase in consumer spending with unemployment rates dropping

consecutively by .01% each month since April 2015 (Trading Economics , 2016 (b.))

Emerging economies are dominated by independent retailers and don’t favour private labels

surprisingly (KPMG, 2014). Below we can see the spending tendency of those in Ireland and

the UK. Over all the segments, half came in at €2.13 (Bord Bia , 2014).

Driven by low inflation, record breaking low interest rates have been seen and there is

speculation that they may continue through until 2020. Currently the figure stands at 0.05%

in Europe (The Independent , 2015). In terms of the economic sentiment indicator, Europe

has seen its second consecutive decline in 2016. There was a decrease in both the euro area

(by 1.3 points to 103.8) and the EU (by 1.5 points to 105.2) (Europa, 2016 (a.)).

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2.1.2 Social

The world's population is increasing and aging. Decreasing fertility rates in emerging

markets along with lengthening life expectancy in developed regions has reshaped the age

structure in most regions of the world (NIH.com, 2016).

Along with the aging population there is a growing trend towards the smaller family unit.

There is a forecasted decline in the average number of children per family to 1 per

household by 2020, in contrast to this there was 1.9 per household in 1980. With the

exception of the Middle East and Africa, by 2020 all regions globally will have an average

number of children lower than 2 per house. Overall, the change in the structure of families

will have an intense impact on household spending patterns in addition to housing types.

The family model of the future will become a significant part of the consumer market

segment, causing a knock on effect on marketing in terms of product range, size and type.

There will also be room for discretionary spending as the number of children per family

decline (Euromonitor International, 2013).

The number of schoolchildren speaking English as a second language has soared in recent

years. Although learning English is compulsory in some EU countries a clear majority of

pupils chose to learn English. Across the EU there is an average of 85% of pupils studying

English as a second language (Europa, 2016 (b.)).

It is predicted that by 2050 the proportion of people receiving no education at all will

converge to zero. By 2050, only five countries are predicted to have a rate of no education

above 20%: these are Burkina Faso, Ethiopia, Guinea, Mali and Niger (Our World Data ,

2015)

The global chocolate consumption levels

are indicated below.

According to the United Nations

department of economic and social

affairs, the world population reached 7.3

billion as of mid- 2015. This means that

there has been an increase of

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approximately one billion people over the last twelve years. There remains a near equal

divide between the males and females worldwide. 12% of the global population is aged over

60 while 26% are younger than 15. Projected growth is supposed to be slower than past

figures. Growth resides around 1.2% per year. Expectations for 2030 are a population

reaching 8.5 billion (ESA.org, 2016).

2.1.3 Technology

A major development is the increasing availability of 3D Printing. Possibly one of the biggest

buzzwords in the manufacturing technology sector in the last few years. There is little doubt

that 3D Printing will change the face of manufacturing removing lengthy times from

innovation to production to market (Cerasis.com, 2015).

2.3 Industry environment The following are the key trends within the confectionary industry:

1. Demand rises driven by emerging markets e.g. Nigeria, Saudi Arabia

2. About 70% of the world's confectionary growth is gained from eight markets: Brazil,

China, Colombia, India, Russia, South Africa, Turkey and Vietnam

3. Consumer tastes changing. The most dramatic shift has been to dark chocolate. This

shift has been driven by the perceived health benefits. There has been a 93%

increase in the growth of dark chocolate product launches and as a result dark

chocolate now accounts for 20% of the American market. China is the highest dark

chocolate market with 34% share in 2013

4. The rise of premiumisation, convenience, flavour variety and also added value

5. Craft, innovation and branding are pushing sales of smaller players and thus driving

larger competitors to become more creative and personable

6. The onset risk of cocoa demand exceeding supply. Mars currently fears this could

happen as soon as 2020 if the industry does not react

7. Sustainability is pivotal. Those in the confectionary industry must go further than

single, isolated initiatives, moving towards a strategic approach will improve yields

and build consumer trust further

8. Obesity is becoming the detriment to both society and the industry itself. Companies

need to consider healthier products in order to create a shield against this factor

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9. Digital technology could revolutionise supply chain and timing. 3D printing can

significantly decrease the time to market and thus innovation and competition is set

to intensify (KPMG, 2014)

2.3.1 New Entrants

Regarding new market entrants, Cadbury Ireland have recently

announced and gave confirmation that the original Time out bar

has been officially removed from the Irish market. However, this

is in order to make way for the new “Time Out Wafer Bar” (The

Journal.ie, 2016). The new format of the Time Out Wafer now

means that there is only one bar instead of the original two this

means that they have shifted into a different sub category and aren’t directly competing

with Twix. Although the new Time Out might not be considered a direct competitor, it is still

a competitor none the less and Twix risk losing sales once the new bar is released.

2.3.2 Substitutes

On the topic of substitutes, there are dozens of Twix replicas on

the market in terms of own brand products. Lidl and Aldi are

renowned for their takes on branded products and when it comes

to Twix it’s no different. Aldi offer a cheaper Twix alternative,

which goes by the name “Jive” costing 85 cent (Stretching Costs.com , 2015 ). Lidl have

basically the same replica Twix product called ‘Caramel &

Biscuit’ costing 25 cent signally.

2.3.3 Competitive environment

The key players in the confectionary industry include: Nestlé SA, Kraft Foods Inc., The

Hershey Company, Lotte Group, Ferrero Group, Barry Callebaut AG, Perfetti Van Melle SpA,

Ezaki Glico Co., Ltd., Meiji Seika Kaisha, Ltd., Morinaga & Co. Ltd., Lamy Lutti S.A.S., Leaf

International B.V., Want Want China Holdings Limited, and Vidal Golosinas SA (Business

Wire, 2013). Although all of these are significant players in the confectionary industry the

following direct competitors were established. The competitors were chosen due their

similar format to the Twix bar.

2.3.3.1 Direct Competitors

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2.3.3.1.1 Kinder Bueno

Product: Kinder Bueno, part of the Kinder Chocolate brand line, is a hazelnut

cream filled wafer with a chocolate covering (Kinder Bueno, 2016).

Place: Kinder Bueno can be bought in supermarkets, convenience stores and

vending machines

Price: The average Price for a Kinder Bueno is €0.90 (Tesco.com, 2016).

Advertising Promotion: Recently Kinder concentrated on a new ‘enjoy the great taste for

free’ promotion, with a fashion focus. This was through an on pack offer giving consumers

the chance to win one of three trips to a fashion capital New York, Paris or Milan, with €500

spending money. It was seen to be a perfect offering for Bueno’s core female audience.

Kinder also focused on TV support to heighten consumer awareness (Talking Retail , 2013).

Sales Promotion: Kinder Beuno bars are sold signally in packs of 3 and in packs of 5 (Kinder

Bueno, 2016)

2.3.3.1.2 Kit Kat

Product: Kit Kat is a chocolate-covered wafer biscuit bar confection created by Rowntree's

of York, England, and is now produced globally by Nestlé,

Place: Kit Kat can be bought in supermarkets, convenience stores and vending machines.

Price The average price for a Kit Kat bar is €0.77 (Tesco.com, 2016)

Sales Promotion: The Kit Kat bar comes in many varieties and pack sizes

Advertising Promotion: Nestlé and Google launch KitKat 'YouTube my

break' campaign Using Google’s voice search function, consumers

worldwide can say, "OK Google, YouTube my break" to any Android mobile,

or any mobile device with the Google app installed. After watching a

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short KitKat video on YouTube, they then see a playlist of the top trending videos on the

platform and can share this content via social media (Nestle.com, 2015).

2.3.3.2 USP A 3 layer combination of chocolate, caramel and biscuit provides a unique and very specific

type of chocolate bar, this compiled with the quality of Mars chocolate provides Twix with

their USP. No other branded two fingered ‘biscuit’ bar currently exists on the market. A

competitor table was devised using key elements that customers found important when

choosing a chocolate bar (Ward & O'Loughlin , 2016).

Taste Light Vs Heavy Size Nutritional Information Score

Twix 4 5 2bars 148 calories 12g of fat and 24g of sugar

Kinder Bueno 5 4 2bars 244 calories 16g of fat 17g of sugar

Kit Kat 3 4 4bars 232 calories 11.3g 23g of sugar

Time Out 2 3 2bars 170 calories 9.6g 14.6g of sugar

Twirl 3 4 2bars 230 calories 13.2g of fat 24g of sugar

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2.3.3.3 SWOTStrength’s Weaknesses

Lower calorie count than competitors

Great taste

Strong Partnership with retailers

Strong brand recognition

Financially stable

Strong manufacturing competence

Diversified geographic presence

Focus on developing and offering nutritious products

Sustainability initiatives

Weak customer engagement

Outdated strategy

Poor marketing efforts

Product isn’t salient in customers mind

Opportunities Threats

80% of consumers said they loved the taste of Twix

Huge potential around customer engagement

Twix is easily recognised and known

Great span of scope budget wise

Americas 12th favourite chocolate bar

Customisable chocolate confectionery for special occasions

Expanding the Fair Trade range

Expansion of emerging markets

Ethical, Healthy, Organic and Natural products

Novel Flavour combinations

Health movements

Obesity Issues

Tough competition particularly against

● Time Out● Kinder Bueno ● Twirl● Kit Kat

Market is saturated with competition

Threat of Healthier substitutes

Private Label Chocolate

Rising prices of raw materials

Higher End Brands

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3. Market segmentation and customer analysis 3.1 Market segmentationSugar rush: These are the consumers who use Twix as a

quick and easy snacking bar when they are on the go.

These consumers need a fast fix, something that will

satisfy them and keep them going during the day. This

consumer is looking for a bar that is more substantial and

“heavier” in terms of a fuller feeling after consumption.

Family treat: These consumers are looking for a snack that is family friendly, one that all

ages will enjoy. These consumers tend to purchase larger pack sizes or “share bags”. These

consumers seek out more than just a product they want an experience that their kids will

enjoy too.

Enjoyment: These are the consumers who snack with the purpose of “treating” themselves.

These consumers understand that everyone needs to indulge once in a while if not more.

There can be two reasons behind this, either strict dieting with a “cheat day” or a consumer

who has a constant sweet tooth. Either way, they both recognise that it is important to relax

and enjoy food.

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Market segments

Sugar rush

Enjoyment Family treat

3.2 Target market/segmentation characteristicsPreviously Twix have been known to mainly target middle aged working men, this is evident

through most of their advertisements as they fail to include woman. The new campaigns

goal is to make Twix a slightly more female friendly bar while still also capturing the male

segment. The new campaign Twix Together is aiming at an overall equal balance of gender

and a wide age span of 15-45 year olds.

Geographic Twix is a global grand covering many corners of the globe within a wide range of climates including: Ireland/UK, Europe, US, Australia and Asia

DemographicBoth men and woman of all ages but predominantly 18-45 years old who reside in all areas aforementioned. The Twix Together campaign wants to incorporate all family by incorporating multipacks and share bags. As confectionary items are inelastic Twix will chose to target middle income families and upward.

PsychographicTwix will target ABC1C2D - Upper middle class, middle class, lower middle class, skilled working class and working class (WebWindows , 2016).

Lead busy lives and deserve a moment to themselves with their loved ones

Want to feel as though they are indulgingEnjoy chocolate but wants more than just a product

Twix will target those who are fun, outgoing, bubbly and love to socialise and be part of a group

BehaviourTwix product benefits will be pushing consumers towards a communal experience, one filled with friends and family – those who matter

Moderate – 1 – 3 times a weekHeavy – Daily use

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3.3 Market research findings3.3.1 Personas The following personas were created using primary and secondary information. John

represents the current consumer of Twix. The idea of the ‘Twix together’ campaign is to

target current customers while including other market segments. The other two personas

represent the market that Twix currently don’t target their products to.

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4. Brand vision In order to see what Twix as a brand need to address moving forward, the following

empathy map has been devised. This will help identify what the ideal consumer perspectives

will be in terms of the current and proposed target market at the end of the Twix together

campaign

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5.

Brand equity application Research has shown that consumers at the top level of the pyramid, have stronger

relationships with the brand and spend more on the brand than those at lower levels of the

pyramid. However, more customers will be found at the lower levels. Marketers must

develop activities and programs that help consumers move up the pyramid (Marketing

Lessons , 2015).

After focus groups it was decided that Twix customers are generally on the performance

level of the pyramid as they are satisfied that Twix performs as a chocolate bar. Some

customers may reach the advantage level of the pyramid but this is generally a weak level

for Twix and needs a strong push. Although some may sit at the top of the pyramid, such

strong brand loyalty is rare in the FMCG categories.

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6. Brand positioning

The consumer target is comprised with confectionary eaters and those who want to treat

themselves. A notable consumer insight is that there is a strong desire to be part of the

bigger picture in 2016. Consumers are seeking a communal product experience, one that

they can enjoy together rather than by themselves (Bord Bia , 2015). Their need state is one

based around seeking a tasty product (Ward & O'Loughlin , 2016) but with added service

and experience elements. It is no longer just enough to provide a product. Brands must

create a story and connection with their consumers in order to satisfy them on a deeper and

stronger level. The competitive products set can be seen in many ways. Firstly, in

comparison to two fingered bars only, or secondly against all chocolate bars. Finally, the

competitive set could comprise of all confectionary items or even all snack items in total.

The consumer takeaway from Twix is a behavioural push towards connect together with

family and friends, one that cannot be matched by any other chocolate brand on the market

at present.

In terms of points of parity, there are many aspects that compare for instance the playful

and fun elements of confectionary brands. It can also be seen in the pricing strategies.

However, in terms of contrasting aspects Twix take pride of a few. Their sharing and

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togetherness aspect cannot be rivalled nor can their strong branding imagery or their length

on the market.

To identify where Twix is positioned in comparison to their competitors a perceptual map

was drawn (Ward & O'Loughlin , 2016). The vertical axis represents taste and the horizontal

axis represents propensity to purchase. During a focus group participants were asked to

place the bars (Twix,Kit Kat, Kinder Bueno Twirl and Time Out) on the axis that they felt best

described their feelings towards each bar (Ward & O'Loughlin , 2016).

A word cloud was also drawn in order to establish what

consumers felt the brand stood for. The main aspect

described was the product attributes with a lack of real

brand personalities. This promotes the need for Twix to

streamline their communications, targeting and overall

positioning. The fact brand meaning is absent cause’s

danger in a category where brand involvement is typically

high and quite frankly pivotal (WARC, 2014) (Ward &

O'Loughlin , 2016).

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7. Brand identity 7.1 Old

In terms of brand identity the kapferers model identifies all brand associations segmented

into 6 key areas. The current Twix campaign has failed to make strong brand connections

predominantly due to a lack of communications. At present, the only strong connection Twix

maintain is their physical brand identity through the packaging. This is also reinforced

through their iconic combination of cookie, caramel and chocolate. Other than this is was

quite a difficult task to identity other associations. For instance, the relationship Twix have

with their customers does not symbolise anything in particular. The company tried to create

a fun imaginary rivalry between two brothers. This is humorous however it doesn’t connect

with the customer on a deeper level. In terms of reflection, there was one main “top buyer”

for Twix, this was based on the older working man who didn’t care too much for “fancy”

upmarket chocolate bars and wanted something that was tasty and reliable. The self –image

is one based around humour, however Twix do not actively engage and maintain this on an

ongoing basis. The culture in Twix at the moment seems to be one solely based around

having a laugh while you pause. Once again, this is not an aspect that is intensely promoted.

Finally, the personality of Twix is extremely bare. Twix have exhausted their “left vs. right”

campaign yet they are completely unaware. Oblivious to the lack of brand

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personality/associations it has brought with it Twix have failed to go back to the drawing

board.

Overall, Twix is a brand with great potential however it is being crushed by a lack of

enthusiasm and creativity. Twix needs to create strong brand associations and perceptions

as a pivotal part in becoming a salient brand.

7.2 New

It is clear to see that this version is far stronger in terms of associations. The physique will

remain relatively similar however additional products and packaging will soon become

recognised under the Twix brand i.e Twixies and a gold shimmer packaging. Regarding the

relationship that Twix will symbolise, it will be one based upon having a great time together

with people who matter; be it loved ones, friends, parents, family members etc. This will be

reflected in their sponsorship with Odeon cinemas, a place where friends go to enjoy time

together. Twix Tours will also emphasise this symbolisation as they will appear at events,

concerts and festivals where people go to create memories with friends/family. The

consumer reflection will be seen in both sexes ranging mainly between 18-45 years old. At

Twix, it will be understood that enjoying time together has no gender role or age barrier!

Those who fit the reflection will be full of fun, people who enjoy a treat and like to be social

while doing so. Ultimately the ideal consumer will enjoy the simple things that matter in life

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with the people who matter to them. The self- image, or “mirror” will be of someone who

regards themselves as a happy, interactive, social, and entertaining human with a desire to

be part of the bigger picture. The culture at Twix will be adjusted to become much more

customer orientated. A happy brand environment that has sharing values at the core along

with a desire to enjoy life will not only create a transparent and omnichannel experience but

also resonate with the proposed target market. Finally, Twix’s personality will be built upon

a fun, friendly, helpful, bubbly, humorous and light hearted foundation. As a chocolate

brand there is so much room to create a strong, fun and playful image that not only is

exciting to manage but will also intrinsically lead to success.

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8. Strategic brand management tool choice of your own The brand value chain assesses the sources and outcomes of brand equity and the way in

which marketing activities create brand value. Any marketing activity can attribute to brand

value development for example product research, marketing communications or

development and design. The model assumes that a number of factors attribute to the

extent of which value created at one stage transfers to the next. The multipliers determine

the marketing activities ability to affect a customer's perception. This result depends on

factors external to the customer

1. Competitive superiority: How effective the quality and quantity of the competitors

marketing efforts are

2. Channel and other intermediary support: How much reinforcement and effort other

partners are contributing

3. Customer size and profile: The number of and what types of customers suitable or

not are attracted to the brand

The multipliers determines how brand value manifests in shareholder value. This depends

on the actions of financial investors and financial analysts.

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9. Brand objectives and goals. 9.1 Mission statement At present the Twix don’t have a mission statement. Using the objectives of the Twix

together campaign and future objectives of the Twix brand the following mission statement

was devised.

‘’At Twix our goal is to not only to create a chocolate bar that is delicious, but one that will

bring people together. We like the little things in life, and we want you to too!’’

9.2 Objectives for volumes, sales, market shares, gross margins, net profit, ROI

Twix is a relatively small brand, looking from a global perspective. They ranked 12th behind

Snickers (1st) and their direct competitor Kit Kat (3rd). Both generating 2.5 times Twix sales.

The truly reiterates the need for Twix to push their brand further (WARC, 2014).

The initial objective of this research is to increase brand associations and create a defined

brand personality.

Build a well-rounded, and identifiable brand personality by developing positive cognitive

connections with “togetherness” and “socialising”.

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Measured through extensive pre and post campaign research into the target

markets perceptions and associations with the Twix brand.

Actively managing a balance between the gender fluidity of Twix’s target market with

tactical promotions and product additions.

Measured through sales of Twix’s promotional gold shimmer package vs original

version.

Drive customer engagement and consumer generated content in an effort to create long

lasting relationships

Measured through monitoring social mentions/impressions, branded hash tag

mentions, an increase in the traffic to the Twix website and sales of Twix’s sold

online.

Drive sales incrementally from a combination of the above objectives and ultimately

increase market share in order to be on the same level as Twix’s main competitor Kit Kat

This will be measured through monthly sales figures

9.3 Convert objectives to goals by assigning magnitudes and dates To reach the overall objective

MAY JUNE JULY AUGUST SEPTEMBER OCTOBER

Sales

Figures

€10m

( ↑€5m)

€18.3m

(↑€8.3m)

€21.3m

(↑€3m)

€23.3 m

(↑€2m)

€18.6 m

(↓4.7m)

€18.3

(↓.3m)

Market

Share Increase from 2% to 4% to reach if not surpass their competitor Kit Kat

The sales figures were calculated using current sales figures as a guideline. In addition, Kit

Kat one of Twix’s main competitors was used for benchmarking purposes in sales terms.

The Twix Together campaign will initially run for 6 months. Success will be monitored on a

KPI basis from the objectives aforementioned. From here, it will be determined whether or

not to extend “Twix Together” further for another year.

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10. Key Findings1. No salience in consumers mind

2. Lack of strong marketing strategy

3. Poor brand to consumer communications

4. No clear brand association

5. No relatability to human emotions emphasised in current campaign

11. Recommendations There will be no drastic rebranding measures taken within the campaign as we found

customers of Twix are generally happy with the product they just ‘forget’ about it as a

chocolate bar. We have decided to run with the tagline “Twix Together” this will run

throughout the entire campaign in the following ways:

11.1 Promotional strategyIn an effort to drive engagement, increase product salience and create an overall excitement

around the Twix Together brand again the following promotional strategies have been

proposed:

11.1.1 Sales Promotion 11.1.1.1 WomenIn terms of Twix’s target market it is predominantly male. In order to shift this towards a

more equal divide a promotional strategy has been devised to increase the number of

female Twix consumers. The idea is to alter the packaging for a month to kick-start both the

Twix Together campaign while also creating a buzz around what Twix are doing. The

packaging will be changed ever so slightly, the well-recognised gold and red packaging will

shift to a gold shimmer and red. This has been chosen so that males won’t be singled out

completely and the brand identity will remain intact. This will act as the launcher to the

entire Twix Together Campaign. This will also hopefully turn into some positive PR for the

Twix brand.

11.1.1.2 Cinema sponsorship The cinema sponsorship will be rolled out in June, a month after the woman's packaging PR

stunt. In order to encourage the social aspect of the new “Twix together” campaign we

concluded that combining with a cinema is the most advantageous option for the brand and

its values. Both Twix and cinema have the intent to promote sharing something with friends

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whether it be food or time and memories. They also have a similar target market. We feel as

though the addition of our Twix share bag “Twixie’s” was created in perfect timing as it

perfectly conforms to the type of snack the cinemas offer. The idea is to Sponsor IMC

cinema as it is the most nationwide cinema in Ireland. IMC will stock our new Twixie’s

product. A free packet of Twixie’s and a medium popcorn will be given free of charge to

anyone who ‘checks in’ at the cinema using the Twix app with the expense subsidised by

Twix’s budget. Before each film starts Twix’s new advert will be aired. There will be free

cinema tickets up for grabs regularly which will be advertised through Twix’s social media

outlets. The sponsorship relationship will be beneficial for each party. Twix will avail of air

time before movies, it provides the opportunity to get Twixie’s sales up and running as they

shall be stocked as a snack available to enjoy during a film, the brand values of both parties

will combine to reiterate the message of pausing together, customer interest will be

increased if not completely regained as they will now be pushed towards engaging with the

brand in order to win free cinema tickets to socialize “together”, it will also add value to the

social media aspect of the Twix together campaign, and reinforce the message behind the

Twix together campaign.

11.1.1.3 TwixiesThis will be rolled out alongside the cinema sponsorship. Roy Benin, chief consumer officer

of Mars Chocolate North America said that "Consumers are looking for new ways to enjoy

and share our products, which makes offerings like this a delicious and convenient option

for social occasions or on the go." As an incentive to boost sales and create a new exciting

buzz around the Twix brand, we are introducing a delicious limited edition Twixie’s which

are made for sharing. The concept is to have finger sized bars within a bag of approx. 200g.

Adding a share bag as a limited edition will emphasize and encourage Twix users to ‘Twix

Together’. This form of promotion will directly link with our sponsorship deal with IMC

cinema, the sharer packs of Twixie’s along with a medium popcorn will be given free of

charge to anyone who downloads the new Twix app and ‘checks in’ in any of their cinemas.

11.1.1.4 The Twix tourThe Twix tour will be where a pop up Twix van will make appearances around upcoming

events, festivals, and other social gatherings. The Twix tour will start at the start of the

summer, in time for festival season. This is in order to create brand associations. Twix will

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soon become synonymous with socialising and togetherness with friends and loved ones.

The Twix van will offer an array of Twix inspired treats for all to enjoy together.

11.1.2 SocialThe campaign name is Twix together, and as aforementioned it is about enforcing the social

aspect of pausing and enjoying time with family and friends. We want to incorporate a social

media outlet for the brand to interact with their followers to encourage them to Twix

together. For this we have chosen three social platforms Facebook, twitter and Instagram.

Additionally an App will be created in order to link with our sponsorship deal.

11.2.1 Facebook#TwixTogether – Together with “Facebook Friends”

Facebook was considered to be a big player for Twix when it comes to engaging with their

target audience due to their age. Facebook will become a hub of consumer interaction with

live check in’s, cinema reviews and feedback, customer queries answered promptly and a

place where people can tell us who they Twix together with and why. There will also be a

photo reel of customers ‘Tweaked’ Twixies for all

to see. By connecting Facebook to the

platform to customise their Twix’s, this will

create a seamless omnichannel experience

hopefully driving similar orders.

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11.2.2 Instagram#Twelfie – Instagram is the home of the selfie so it seems fitting to ask consumers to snap an

adventurous selfie with their bar and not only tag the Twix page but build on the hashtag

within that app too. Instagram was chosen to become Twix’s hub of chocolaty foodporn for

all of its fans to drool over. Here is where we will post dessert inspiration using none other

than our Twix bars as a main chocolate ingredient.

11.2.3 Twitter #Tweetyourtwix – Encouraging consumers to tweet their Twix experience.

This is where we ask our followers to tell us about their Twix experience both with the bar

and our sponsored cinema, where we will actively ask them about their satisfaction and

where they can show us how they enjoy their Twix. The possibility of #Tweetyourtwix

trending on twitter would be a fantastic way to measure the campaign's success to

recognise if our social platforms are truly engaging consumers or not. Twitter is also a

fantastic way to follow what those are saying about you with social media monitoring tools

such as Social Mention.

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11.2 Product/packaging/design/labelling/service strategyThe product itself, the bar with cookie, caramel and chocolate will also remain the same.

This is due to a combination of both primary and secondary research. It was clear to see that

Twix is a loved brand based on taste.

Twix has existed on the market for decades. As a result, the branding of the packaging is

integral to the bars image. Thus, there is no changes to be made to the packaging at

present. However, promotional strategies will be implemented throughout the duration of

the Twix Together campaign this will be addressed in section 10.4.

Labelling will be adjusted slightly in order to allow for the first piece in the Twix Together

campaign. The “who will I Twix together with” idea. This is where who to Twix together with

suggestions will be placed behind the packaging seal fold. This aspect of the campaign is

taking inspiration from the jokes that became synonymous with Penguin bars. The idea is to

get people excited to see who they’ll be ‘told’ to enjoy their Twix with similarly to Coca

Cola’s immensely successful “Share a coke” campaign. This ties in the more than a product

aspect that is sought out by consumers.

11.3 Place and distribution strategyIntensive distribution is required in order to ensure it is available where and when the

consumer wishes to purchase it. Due to the glohal appeal of the Twix brand, Twix roducts

must have distribution channels across the US, UK, Europe, Asia and Australia.

Further to this, as part of the brand new campaign Twix will become available to purchase

online! Not only will consumers be able to order Twix bars from the Twix online store but

they will be able to “Tweak their Twix” too. This is where customers can create their own

Twix from an array of choices based on flavours and shapes. They can also customise their

own packaging too. The website will deliver to the countries mentioned above.

11.4 People strategyIn an attempt to make the Twix together strategy one that is understood by all it will be

ensured that all those involved at every level within the Twix brand will hold the same

values and understanding. Marketing objectives and brand personality cannot stop at the

product alone. Those involved in customer touch points such as the customer service

operators, the sales promotion people included in such events as the Twix tour and not

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forgetting those who run all social media accounts held by Twix need to have an

understanding of the personality and the identity that Twix holds. The people must be the

living embodiment of the brand conveying this personality back to the consumer in order to

maintain brand equity and strengthen the brand personality creating an omnichannel and

seamless brand identity.

11.5 PricingPrice will not be affected by the new Twix Together campaign. The industry itself does not

lend itself to low pricing nor extremely high pricing. Brands tend to stick around the €1

mark. The campaign does not exist to alter quality perceptions or enter into a new position

based on price. This will be addressed in other areas of the marketing strategy. Twix new

strategy will aim to target middle income families these will include the following: ABC1C2D

- Upper middle class, middle class, lower middle class, skilled working class and working

class.

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Appendix Focus Group Reference (Ward & O'Loughlin , 2016)

Date:

10/03/2016

Time: 7pm

Moderators

Aoife Ward

Sarah O’Loughlin

Brand: Twix

Number in

focus

group: 6

Duration: 30mins Location: It Carlow

Moderators Draft Visual Aid

Who are your favourite brands and why?

This caused huge discussion, the group tended to

lean towards bigger brand names like Coca Cola.

“it is everywhere, you cannot forget coke!” The

group reminisced on experiences they received

from brands and a big element that cropped up

was how “fun” the discussed brands had been.

Why do you buy chocolate?

The group mentioned these key factors:

Sugar rush, treat themselves, share with

friends/family on occasions, “chill out” movie

nights where mentioned.

What do you feel are the most important

qualities in a chocolate bar?

The groups general response when asked this

question was the taste, the filling feeling, the

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pack size/ format and the calorie, fat and sugar

content.

What are you opinions on chocolate:

The group’s general reaction was positive, all

admitting to indulging at least once a day in

some sort of chocolate related product. The

more heath conscious the participant the less

likely they were to binge more than once a day,

more so once a week.

What are your thoughts on the selection

available:

The group’s general reaction was positive to the

products laid out in front of them. There was

some mention of “old fashioned brands”

particularly towards Timeout.

I would like you to consider these 4 bars ;The

Twix, Kinder Bueno, Kit Kat, Twirl, Time Out

Please place them into appropriate groups based

on propensity to purchase and on taste.

Imagine that these products have personalities.

Please describe the personality

Time out was regarded as an old person, “well

gone” with no personality what so ever.

Twix was regarded as male, in his mid-40s not

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very exciting but sturdy and reliable

Twirl was described as a young girl with a bubbly

personality

Kit Kat was controversial, some felt it was an old

bar that they’d find in their “grannies house”

while others felt it was a good reliable bar

Kinder Bueno was described as the younger

persons bar.

How would you improve the bar?

“Make it younger and fun!”

When you look/ think of Twix, what words come

to mind??

The key words that were used were chocolate,

crunchy, biscuit, fingers, gold, caramel, filling,

snack

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