b. The owner(s) of the agency
c. The client brand manager and the head of the creative department
d. The research executive assigned to the campaign
Scenario1-1
In 1996, a graduate from the University of Maryland, Kevin Plank founded Under
Armour, a performance apparel company that now competes with some of the top
apparel brands in the industry. During its first ten years of operations, the company was
known primarily for its sweat-wicking clothing line. In late 2010, however, Under
Armour released its first line of basketball shoes since the company’s inception. “Along
with the new product line, the company must have a new brand image,” said Plank. “I
called our marketing team and asked them to go through this building and find anything
that says that we are only an apparel brand and throw it away.” The company has also
removed all advertisements carrying the word “apparel,” and will begin exploring new
ways to promote the brand. The company hopes its new efforts will allow the company
to be viewed as an overall “performance” company, which will ultimately enable it to
compete with footwear from powerhouses Nike and Adidas, and will help increase its
current 1.1 percent market share.
One of Under Armour’s new retail outlets in the U.S. sends a direct mail to 500
households within a one mile radius of the new store. In the email, the store announces
the introduction of its new line of basketball shoes and offers incentives to any
customer that walks into the store to purchase a pair of shoes from the new line. This
direct mail:
a. is paid for, mass mediated, and an attempt to persuade; therefore, it can be considered
as advertising.
b. is paid for and is an attempt to persuade; however, it is only distributed locally and
therefore, cannot be considered as advertising.
c. is not received by a large enough number of people to be considered as advertising.
d. is not a part of an advertising campaign and thus, cannot be considered as
advertising.