AUTHORIZATION REQUEST FOR FY 2018

Transcription

1 AUTHORIZATION REQUEST FOR FY 2018 CBB Budget Category: Consumer Information Name of Contractor: National Cattlemen s Beef Association End Date: September 30, 2019 I. OVERVIEW A. AR Description: The following AR summarizes tactics supporting the CBB consumer information budget category. Each area provides detailed tactical information describing the breadth and depth of work being recommended. B. Costs for this AR: Source of Funding Direct Costs Implementation Total Beef Board/BPOC $ 3,639,400 $2,960,600 $6,600,000 Federation of SBCs (FSBCs) $ 639,600 $520,200 $1,159,800 Other Potential Sources (describe) Total Cost $ 4,279,000 $3,480,800 $ 7,759,800 C. Start date: October 1, 2017 II. PLANNING INFORMATION FOR THIS AR A. Long Range Plan Core Strategies Addressed by This AR: a. Grow Consumer Trust in Beef and Beef Production b. Protect & Enhance the Business and Political Climate for Beef c. Promote and Strengthen Beef s Value Proposition B. Committee(s) recommendations for work plan funded by this AR: Tactic Consumer Nutrition and Innovation Trust Health 2A 4.5 2B 4.5 2C 4.0 Safety NCBA 1822-CI Page 1

2 C. Digital properties an target audience(s) addressed by this AR: Note that while the websites with the * notation have now been consolidated into the flagship BeefItsWhatsForDinner.com website, the existing websites will remain active for at least one year to ensure smooth website traffic redirects and transition. Therefore, we have continued to list all of these managed websites. Additionally, as new social media platforms emerge, we will continue to evaluate which social platforms may need to be added to the digital ecosystem. BeefItsWhatsForDinner.com BeefNutrition.org* BeefFoodservice.com* BeefRetail.org* FactsAboutBeef.com* BeefResearch.org Twitter Twitter handle Beef. It s What s For Dinner. Facebook BeefFacts Instagram account BeefItsWhatsForDinner Instagram account BeefFacts YouTube channel Beef. It s What s For Dinner. YouTube channel Beef. It s What s For Dinner. Pinterest page Beef So Simple Beef Insights ExploreBeef.org* Beef.widencollective.com Influencer and Checkoff Payer target audiences: BeefResearch.org Extranet for State Partners Team Beef Facebook Page III. PROGRAM INFORMATION FOR THIS AR NOTE: All tactics in this AR contribute expertise to other checkoff programs, state partners and/or global industry influencers/stakeholders. In particular, these tactics provide ongoing counsel and support for the state national beef council partnership to ensure synergy across programs at the national and state level. Given this expertise, attending and traveling to/from key influencer/stakeholder/partner meetings may be required to provide or gain more strategic guidance, training, briefings and/or education in addition to disseminating knowledge and funds in this AR may be used NCBA 1822-CI Page 2

3 to implement current and previously funded ARs. To accomplish this, it may be necessary for the checkoff to fund international travel to or from the U.S. A. Committee Name (s): Nutrition and Health Tactic 2A: Food, Health and Agriculture Key Opinion Leader Engagement Export Growth Protect and Enhance Consumer Trust Beef s Value NCBA, on behalf of the beef checkoff, connects and builds relationships with influencers that consumers trust. According to checkoff-funded research, Millennials don t trust just one single source of information they want to hear from a variety of different people and sources in order to help them make an informed decision. Key topic market research has also showed that consumers are increasingly concerned about emerging topics, such as sustainable nutrition and alternative proteins, which are gaining. Therefore, building relationships with the influencers that consumers trust the most is critical to the long-term success of the beef checkoff. The target audience of influencers includes health professionals, fitness professionals, credentialed nutrition experts and communicators, medical doctors, non-governmental organizations (NGOs), academics/third-party scientists, sustainability experts, bloggers and other experts. Over the years, new influencers have continued to emerge. For example, YouTube and Instagram stars are just some of the newer micro-influencers that have above-average social media followings and often specialize in a particular area or topic of interests. While their social media followings are smaller than celebrities, they boast highly engaged audiences and have very targeted follower bases allowing the beef checkoff the opportunity to hone in on a specific topic and audience. While the legacy influencers that the checkoff has built relationships with over the years will continue to be important and maintained, the beef checkoff must continue to grow the base of influencers who are recommending beef. Historically, this program area has built strong and lasting relationships with a variety of consumer influencers using a variety of techniques including immersion experiences that facilitate first-hand exposure to beef s benefits from both a product and production standpoint, and addressing topics like how beef is raised, antibiotics and hormones. Experiences have also included training and engagement on cooking and healthy meal preparation with beef. The tactic will allow the beef checkoff to identify individuals, groups or even events that target a variety of influencer audiences on topics across nutrition, product, and production. The continued building and extending of speaker bureaus/seminar programs will provide experts for both national and state programs that consumer NCBA 1822-CI Page 3

4 influencers attend. Additionally, content (such as the previously developed Producer Image Campaign content and assets, the updated BeefItsWhatsForDinner.com website, the Cattlemen s Stewardship Review, videos, fact sheets, reports, web content, etc.) will be leveraged with this influencer audience on-line and in person. As part of this tactic, future content will also be developed, including content on nutrition, product and production, to reach these influencers. Measurable objectives: Reach: 6 million estimated goal Engagement: 150,000 estimated goal KOL Amplification: 1,000 estimated goal Execute two influencer campaigns generating at least 500,000 positive beef and/or brand impressions through credible, third party generated content. Maintain event-specific influencer advocacy for beef after experiences and conferences including blog posts, hashtag usage, comments, etc. This is being benchmarked in FY2017. Benchmark and measure the percentage of influencers who say that they either feel good about eating/recommending beef, or that they plan to eat more beef/recommend my consumers eat beef with a goal of 75 percent of immersion/event attendees saying at least one of these post-experience. Establish a benchmark in FY2018 that would measure perceptions of beef as the number one protein in the U.S. Committee Name (s): Innovation Tactic 2B: Supply Chain Outreach and Engagement Export Growth Protect and Enhance Consumer Trust Beef s Value Building long-term relationships with supply chain partners including retail, foodservice, manufacturers, packers, processors and distributors is critical to building long-term consumer demand for beef. This tactic develops the right relationships and the right content shared through a variety of platforms (such as digital asset management tools, artificial intelligence, e-commerce shopping and application program interfaces, and/or in-person touchpoints) to extend valuable beef expertise to critical supply chain partners. NCBA, on behalf of the beef checkoff, has a long history of building and nurturing relationships with supply chain decision makers and has helped encourage supply chain operators to market beef, whether that is in the meat case, on the menu and through emerging shopping experience, such as e-commerce sites. Historically, this program has focused time and effort on leaders in the beef supply chain by NCBA 1822-CI Page 4

5 helping them better understand complex topics most important to their customers such as how beef is raised, beef s nutrient package, and helping the supply chain innovate by developing new products. The beef checkoff over the years served as a catalyst to help the supply chain develop new products from scratch and as a result, the majority of companies have built up their own innovation teams and staff. Today, most of these companies develop their own new products from scratch on a proprietary level. In 2018, this program will re-define what innovation means when it comes to supply chain programming by focusing on a core strategy of the Beef Industry Long-Range Plan - uncovering ways to help revolutionize the meat shopping experience for consumers. This starts with developing deeper relationships within the supply chain by looking to broaden the number and types of contacts at target companies to breakthrough beyond the traditional meat manager and get to know more of their key staff, including experts in marketing, communications, digital, supermarket grocery, c-suite, nutrition and quality assurance experts. Next, this program will work with partners and companies that are bringing forward new methods or ways that consumers can shop for beef called new paths to purchase. These new paths to purchase include growing segments such as e- commerce or on-line food shopping. Consumers are also actively looking for ways to make their meal purchasing easier and faster, so it is critical to work with other rapidly growing and changing segments, such as food and meal delivery and pickup, meal kits, and supermarket foodservice/supermarket grocery to find new and innovative ways to feature beef. Finally, opportunities to showcase beef s unique value proposition to consumers at point-of-purchase such as showcasing the updated Beef. It s What s For Dinner. brand, beef s total nutritional package, American Heart Association labeling, meal inspirations or even showing the people who raise beef today will be explored. New digital platforms, such as artificial intelligence that may be built out of the Promotion Authorization Request will be leveraged with the supply chain where possible. Recognizing that state beef councils also have strong relationships with the supply chain, partnerships with states will be utilized to continuously extend learnings and expertise and to provide ongoing counsel to state on how to successfully work in the supply chain. Finally, educational experiences will be provided for supply chain stakeholders, whether at critical industry meetings or through the development of unqiue and compelling content (such as beef photography, infographics, content and other shopper marketing tools and learnings) will be distributed digitally (through real-time s, webinars, or even through paid marketing efforts) and will focus on motivating supply chain partners to showcase beef more often. This will include introducing the segment to the new, and improved BeefItsWhatsForDinner.com website and leveraging previously developed content and tools, such as assets from the producer image campaign, Beef University, and the Cattlemen s Stewardship Review, all with the goal of helping operators and consumers more confidently choose beef. NCBA 1822-CI Page 5

6 Measurable objectives: Reach: 7 million estimated goal Engagement: 150,000 estimated goal KOL Amplification: 1,000 estimated goal Using an online survey, maintain supply chain operators overall satisfaction of checkoff support year over year (FY2016 mean respondent scores showed a 7.6 score with 10 being the highest-possible score in terms of value of beef checkoff information and resources, and an 8.6 score on the likelihood to recommend beef checkoff information and resources). Meet or exceed industry standards for real-time s that reach supply chain operators, including open rates and click-through-rates (21 percent and 2.5 percent respectively) and increase subscriber growth year over year (benchmarked in FY2017) Identify and execute a minimum of two in-market tests or pilot programs with supply chain partners to revolutionize the beef shopping experience and benchmark purchase intent and/or beef sales. Establish a benchmark in FY2018 that would measure perceptions of beef as the number one protein in the U.S. Committee Name (s): Consumer Trust Tactic 2C: Earned Media & Media Relations Efforts Export Growth Protect and Enhance Consumer Trust Beef s Value Traditional media and social media news continue to converge. Traditional media coverage is still the primary driver of news and that social media then typically is an individual s own take on the news of the day. With today s 24-hour, always-on news cycle and the way that consumers get their news continues to change, the beef checkoff needs to build strong relationships with those various news outlets from broadcast TV to print publications to online news outlets so that beef is part of important stories and moments. This is earned media relations because the media coverage was earned by being timely, creative and providing the right spokesperson, the right message at the right time when the media needs it. In 2017, NCBA, on behalf of the beef checkoff, hired a media relations specialist to pitch positive, proactive stories to the media on a variety of beef topics from beef the product, to beef production to beef nutrition. In a short-time, there has been an increase in positive media coverage around key beef moments such as National Hamburger Day or National Jerky Day. As the media landscape continues to evolve, traditional media is undergoing many changes therefore, it s critical to work with the media to provide them as many resources, content and spark ideas NCBA 1822-CI Page 6

7 for media coverage as possible. Like everyone else, the media is trying to grow their digital footprints, providing an opportunity to track these media influencers and interact with them on-line when they re looking for story ideas. In 2018, this tactic will include an always on news engine to drive positive mentions of beef in the news, thereby increasing positive news in the social media environment as well. This will include reaching out regularly to top-tier consumer media, as well as supply chain/channel media and sharing content, such as the new, improved Beef. It s What s For Dinner brand, the new BeefItsWhatsForDinner.com website, assets and content built as part of the producer image campaign or the Cattlemen s Stewardship Review, or providing access to experts and spokespeople and scientific studies, such as nutrition and sustainability research, and/or case studies. Working with the other tactics in the consumer information, industry information and promotion authorization requests, the team will push these earned media stories to the right audiences whether that s sharing these positive earned media stories with consumers, with specific influencers or with supply chain operators or even members of the beef community. This lends credibility, authenticity and authority to beef by being a trusted source of information for these busy media influencers. Measurable objectives: Reach: 400 million estimated goal Engagement: 400 estimated goal KOL Amplification: 75 estimated goal Measure and benchmark the number of positive earned media stories and their combined earned traditional and social media reach. Host one beef industry briefings, events, workshops or experiences for top-tier reporters covering the beef industry. Place at least two positive stories, including but not limited to features, op-eds, quotes, and/or key data about beef sustainability, beef nutrition and/or beef innovation in a toptier national consumer publication (e.g. New York Times). Place at least two positive stories, including but not limited to features, op-eds, quotes, and/or key data about beef sustainability, beef nutrition and/or beef innovation in a toptier supply chain publication (ex. Progressive Grocer). NCBA 1822-CI Page 7

8 IV. DETAILED BUDGET SUMMARY Beef Board/BPOC Funding Request: Committee and Tactic Program Manager Completion Date Total Direct Cost Est. Impl. Total Nutrition and Health Tactic 2A: Food, Health and Agriculture Key Opinion Leader Engagement Innovation Tactic 2B: Supply Chain Outreach and Engagement Consumer Trust Tactic 2C: Earned Media & Media Relations Efforts Season Solorio Season Solorio Daren Williams 9/30/2019 $2,041,300 $997,200 $3,038,500 9/30/2019 $1,275,700 $1,882,600 $ 3,158,300 9/30/2019 $ 322,400 $ 80,800 $ 403,200 AR Totals Consumer Information $3,639,400 $2,960,600 $ 6,600,000 Other Potential Funding Source(s): (Informational Only) Committee and Tactic Program Manager Completion Date Total Direct Cost Est. Impl. Total Nutrition and Health Tactic 2A: Food, Health and Agriculture Key Opinion Leader Engagement Innovation Tactic 2B: Supply Chain Outreach and Engagement Consumer Trust Tactic 2C: Earned Media & Media Relations Efforts Season Solorio Season Solorio Daren Williams 9/30/2019 $ 358,700 $ 175,200 $ 533,900 9/30/2019 $ 224,300 $ 330,800 $ 555,100 9/30/2019 $ 56,600 $ 14,200 $ 70,800 AR Totals Consumer Information $ 639,600 $ 520,200 $1,159,800 Total Cost Summary for All Funding Sources: (Informational only) Committee and Tactic Program Manager Completion Date Total Direct Cost Est. Impl. Total Nutrition and Health Tactic 2A: Food, Health and Agriculture Key Opinion Leader Engagement Innovation Tactic 2B: Supply Chain Outreach and Engagement Consumer Trust Tactic 2C: Earned Media & Media Relations Efforts Season Solorio Season Solorio Daren Williams 9/30/2019 $2,400,000 $1,172,400 $3,572,400 9/30/2019 $1,500,000 $2,213,400 $3,713,400 9/30/2019 $ 379,000 $ 95,000 $ 474,000 AR Totals Consumer Information $4,279,000 $3,480,800 $7,759,800 NCBA 1822-CI Page 8

9 V. SUPPLEMENTAL INFORMATION A. Will all of the work detailed in this AR be completed by the end of the fiscal year? No, certain events, meetings, or immersion experiences will be executed beyond end of fiscal 2018 to ensure those opportunities are optimized. For example, on-farm immersion events typically take place in early summer and fall, when weather is optimal and schedules for attendees are open. Additionally, some meetings such as FNCE for dietitians take place in the fall. B. Changes from FY 2017 Approved AR: Over the past year, several changes have occurred in the overall food environment that have led to recommended changes in this AR: o An increase in the number and types of influencers who are talking about topics important to the beef checkoff. Therefore, we have increased our resources and recommend evolving the types of influencers we focus on, including the addition and exploration of micro-influencers. As a result, we have broadened the name and category of the types of influencers we will work with to Food, Health and Ag influencers. o There has been a convergence between various areas of the beef supply chain as companies, organizations and operators work to remain relevant to today s consumer. For example, brick-and-mortar stores are offering meal pick up kits to compete with meal delivery services. Similarly, e-commerce giants, such as AmazonFresh, are opening brick and mortar stores. Each organization is looking for opportunities to increase their market share. Therefore, this year we recommend a continued focus on a variety of paths to purchase, that may have opportunities for the beef checkoff, whether that is working with manufacturers (which was work previously funded out of the Research AR) or working with new and emerging players in the supply chain. As a result, we have merged the Modern Meal Solutions tactic that was part of the Research AR in FY2017 with this ongoing Supply Chain Outreach and Engagement tactic under Consumer Information to be one single tactic. This will allow the beef checkoff to be the most nimble and identify a variety of opportunities that hit a variety of supply chain operators. o Recognizing that we need a more concentrated focus on earned media relations efforts, we have developed a specific earned media relations tactic for this year. In FY2017, our earned media efforts came out of the overall Food and Health Involved tactic. C. Subcontractor information (agencies, etc.): Name of proposed subcontractor: Ketchum, R/GA, VML, FoodMinds NCBA 1822-CI Page 9

10 Will all work with subcontractors be competitively bid? If not, why not? Contract and fees are also reviewed every year. Agencies are reviewed annually and must meet or exceed expectations to continue work. Nutritionists, other subcontractors and consultants will be contracted on an as-needed basis. Ketchum and FoodMinds, two agencies that have supported the beef checkoff for many years, were chosen as the principal agencies to work with the beef checkoff s public relations programs, including the food and health Involved Influencer program and the supply chain and media relations programs, in October The contracts were competitively bid and Ketchum and FoodMinds were selected based on their strong relationships and expertise. R/GA Chicago, the checkoff s consumer advertising agency of record, may also support programs in this area. VML, the agency partner who developed the updated BeefItsWhatsForDinner.com website, may also support programs in this area, given their work with major supply chain brands. D. Identify any relationships between this AR and projects previously funded by the Operating Committee: Food, health and agriculture key opinion leader engagement: This tactic builds upon and complement projects funded by the Operating Committee since 1986 in the food and health Involved Influencer tactic. Supply Chain: The supply chain tactics included in this Authorization Request build upon the foundation that began in FY14 to re-create the value equation that beef checkoff offers with supply chain partners. Media Relations: Historically, the media relations work has been funded out of the food and health involved influencer programs. However, given an increased focus on earned media relations efforts, we are increasing our attention and focus area and therefore, recommend a separate tactical approach. E. Summary of Prior Year AR Budgets and Expenses: 1707-CI / Consumer Information FY 2017 Approved Budgets CBB/BPOC FSBCs Total Direct Cost Impl. Total AR Totals $6,839,741 $1,289,459 $8,129,200 $4,733,000 $3,396,200 $8,129,200 NCBA 1822-CI Page 10

11 1707-CI / Consumer Information FY 2017 Actual Expenses (through April 30, 2017) CBB/BPOC FSBCs Total Direct Cost Impl. Total AR Totals $1,824,032 $334,094 $2,158,126 $765,166 $1,392,960 $2,158,126 F. Historical Summary of Budgets and Expenses: (includes all funding sources listed in original AR) Consumer Information AR Total Approved Budgets Total Actual Expenses FY2016 FY2015 FY2014 FY2016 FY2015 FY2014 $ 8,677,600 $ 10,871,800 $ 11,389,580 $ 8,300,726 $ 10,740,191 $ 10,933,705 NCBA 1822-CI Page 11

12 POTENTIAL PARTNERSHIP LIST NCBA FY 2018 AR Number: 1822-CI Please list all potential partners/collaborators* for the related AR and details including the nature and extent of collaboration: (include any partnership and/or collaborations with a third party by identifying the third party, the nature of the collaboration and extent of the collaboration. If this information is detailed in the related AR it does not need to be duplicated here, simply reference the specific section of the AR.) 1. Academy of Nutrition and Dietetics related to Food and Nutrition Conference and Expo (Tactic 2A: Food, Health and Agriculture Key Opinion Leader Engagement) 2. Dietary Practice Group Symposia, Food & Wine Blogger Conference, Blog Brulee, Culinary Institute of America events, FitBloggin, BlogHer Food, IDEA World Fitness, Net Impact, Food Tank and GreenBiz Forum in collaboration on events and experiences (Tactic 2A: Food, Health and Agriculture Key Opinion Leader Engagement) 3. Sunday Supper LLC: Partnership in generating blogger recipes and campaigns as well as sponsorship of the Food and Wine Conference (Tactic 2A: Food, Health and Agriculture Key Opinion Leader Engagement) 4. IZEA, CleverGirls, Recipe Redux: Partnership in generating nutrition blogger recipes and campaigns (Tactic 2A: Food, Health and Agriculture Key Opinion Leader Engagement) 5. Numerous individual nutrition thought leaders whom we engage through the Nutrition Seminar Program (Tactic 2A: Food and Health Involved Influencer Outreach and Engagement) 6. Beef Expert Bureau members: a handful of influential food and nutrition thought leaders who help extend the beef nutrition message to their followers (Tactic 2A: Food, Health and Agriculture Key Opinion Leader Engagement) 7. American Academy of Pediatricians (Tactic 2A: Food, Health and Agriculture Key Opinion Leader Engagement) 8. American Academy of Family Physician (Tactic 2A: Food, Health and Agriculture Key Opinion Leader Engagement) 9. National Restaurant Association Supply Chain Management Executive Study Group and Kids Live Well Partnership, Annual Meat Conference, FMI Connect (Food Marketing Institute), MUFSO (Multi-Unit Foodservice Operators), Food Marketing Institute, Market Vision and FMI/GMA Global Sustainability Summit related to conferences and events. (Tactic 3A: Supply Chain Outreach and Engagement) 10. Yerecic Label: Partnership in the development and execution of retail on-pack labels for the Easy Fresh Cooking program. (Tactic 3A: Supply Chain Outreach and Engagement) 11. American Heart Association partnership on the on-going Heart-Check program. (Tactic 3A: Supply Chain Outreach and Engagement) *Partners/collaborators do NOT include subcontractors listed in AR section V.C. Subcontractor Info. Required per USDA Letter dated June 19, 2013 NCBA 1822-CI Page 12