Archive for the 'Branding' Category

27
Jan
12

Super Bowl Advertising Preview

By Heather Horsey 5 Comments
Categories: Ads, Advertising, B2C, Branding, commercials, NFL and Super Bowl
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The average cost of a commercial for the Super Bowl is around $3.5 million this year, and NBC pretty much sold out its ad inventory by Labor Day. With the DVR changing how we watch TV and creating commercial skipping, television advertising seems like a dying media. So, why do advertisers mortgage the farm to get an ad for the Super Bowl?

Fewer events are more hyped, create as much fanfare, attract more interest from celebrities, politicians and average Americans than the Super Bowl. And live is still how viewers like to watch sports with the NFL leading the sports pack in fan base size. Last year’s Super Bowl had an astonishing 110 million viewers – definitely worth mortgaging the farm.

Therefore, we wanted to preview some of the spots that we think will be real highlights this year.

Volkswagen

One of the highlights last year came courtesy of Volkswagen as they unveiled their commercial, “The Force,” which featured a young Darth Vader and a new 2012 Passat.

Volkswagen may have replicated its 2011 success with a memorable ad for the  Super Bowl XLVI. They have a teaser (yes – an ad of an ad) for this year’s Super Bowl commercial, which includes dogs barking the Star Wars theme and is named “The Bark Side.”

As a dog lover, and Vizsla owner (top row-center), I for one am excited to see this ad.

Sketchers
Mark Cuban, owner of the Dallas Mavericks, will be guest starring in Sketchers third-consecutive Super Bowl ad. With expectations lowered after last year Kim Kardashian commercial, Sketchers can only improve, right?

It turns out that this particular ad features racing greyhounds that lose to a tiny dog wearing Sketchers.

Doritos
In my opinion, Doritos has been throwing multiple game winning touch downs with its “Crash the Super Bowl Contest” for the last couple of years, and this year looks to be no different. Here are some of the top contenders.

Sling Baby
What do you get when you mix a baby in a swing, a mean grandmother and a bratty kid taunting them both? A great commercial.

Man’s Best Friend
Dog-themed entries always grab my attention. This entry features a dog trying to cover its tracks and a human that can apparently be bought off for just a sack of Doritos.

The Voice
A promo for “The Voice” that will be aired during the Super Bowl, for a series that premieres directly after the Super Bowl, will at least create some conversation at the water cooler on Monday. The spot is titled “Vokal Kombat,” so I can only assume that it features Christina Aguilera ripping Adam Levine’s head off, vocally that is.

So, we are interested to know, what commercials are you most excited to see and , more importantly, do stellar commercials make up for a Super Bowl that is heavy on defense or one-sided? Let us know here on The Side Note, or on Facebook (Facebook.com/WeiseCommunications) or on Twitter (@Weise_Ideas).

07
Jul
11

Franchise Sales: Tips to Help Reach Potential Franchisees

By Tracy Weise 1 Comment
Categories: Branding, Franchise, Franchising and Uncategorized

For many, the chance to own a franchise business represents entrepreneurism, financial freedom and opportunities for success. With a purchase, franchisees gain a proven business model, loyal customers, operational support, training programs and an established brand identity. As a franchisor, properly branding and marketing the success of the system to potential owners is essential to ongoing unit sales.

There are three basic concepts to consider when reaching out to potential franchisees.

1. Understand Your Target Audience

Conducting research to identify your target franchisee demographic is extremely important. Much like people, each franchise business is unique and benefits from being lead by certain types of individuals. For example, if the franchise business is a bait and tackle shop, the ideal demographic will not be married women with infant children living in metropolitan areas. Researching age, gender, location, and even religious affiliation will help to maximize advertising and public relations efforts to reach the appropriate target demographic. There are plenty of free or low cost online tools to help you research your target audience.

2.  Identify the Competition.

From an outsider’s prospective, Subway and Quiznos may seem to be the similar in the sense that they provide made to order deli style sandwiches. However, the franchisors know these two brands are incredibly different and the franchisees also see the differences. As a franchisor, identifying the competition, knowing your distinguishing factors and building on what makes your business unique is crucial to selling franchises. Clearly understanding what your business does well and what makes it special or different will insure that potential franchisees understand why your franchise model is (or is not) a fit for them and their personal goals.

3.  Build a Positive Brand Identity

When selling a franchise, you are selling a name, a brand reputation and a system for success. How potential owners view the franchise brand and reputations will make or break a deal. With this in mind, creating a positive brand identity connection will help your franchise system stand out amongst competitors. Working to build and maintain a brand identity that is professional and trustworthy will attract a higher number of potential investors. Every detail of the brand matters and protecting the brand at all levels is critical.

As individuals research business opportunities they will select a franchise that fits their needs, is in an industry with future growth potential, has a proven business model and a brand they can trust.

If you need assistance on learning more about how to best reach your target market, share with us on Facebook at Weise Communications and follow @Weise_Ideas on Twitter.

23
Jun
11

Creating Relationships with Consumers

By Heather Horsey 2 Comments
Categories: Ads, Advertising, Brand Loyalty, Branding, Business Strategies, Coca-Cola, Creative, Gorilla Marketing, Guerilla Marketing, Guerrilla Marketing, Marketing, Stunts, Video Ads, Viral and YouTube
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What does Coca-Cola mean to you? It is not just a big brand, Coca-Cola understands  how to connect with the heart of buyers. Their marketing campaigns WOW. They spend marketing dollars by giving back to customers and create a strong relationship with their audience with various unconventional marketing efforts.

Imagine a college student wants to get a coke from the vending machine but ending up getting more than she bargained for. In Coke’s most recent campaign, students get flowers, pizza, and even a huge sandwich from the vending machine. The Coke machine dispenses more than Coke product, it dispenses good will and happiness.

The viral nature of the happiness machine encourages consumers to create a true relationship with Coke. By establishing good will with consumers, especially in emerging markets, consumers will choose Coke because they like the brand – not to mention the taste.

Check out the rest of of the campaign’s viral videos here: http://www.youtube.com/watch?v=lqT_dPApj9U

What do you think about Guerilla marketing? How would it help your business get more attention? Tell us what was your favorite unconventional guerilla or viral marketing campaign was and share with us on Facebook at Weise Communications, follow us on Twitter @Weise_Ideas.

Thanks to Duysal Ekinci for her help with this blog entry.

19
May
11

When Redesign is Bad for Business

By Heather Horsey Leave a Comment
Categories: Ad Agency, Ads, Advertising, Branding, Business Strategies, McCafe and McDonald's
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Since the launch of Starbucks in 1971, the brand has often been imitated. Marketing strategies, packaging, and even logo design and layout have been mimicked to compete with the swanky franchise and entice customers. McDonald’s is taking this imitation to the next level with a new store design that has been fashioned after the sleek and stylish Starbucks store model. In redesigning the look and feel of McDonald’s stores, the hope is that more high-end customers will be attracted to dine-in, linger and perhaps spend a few extra bucks. Although the McDonald’s redesign is to increase competitive edge, the renovations may prove to be counterproductive.

In an interview by USA Today, Max Carmona, McDonald’s senior director of U.S. restaurant design states, “we want restaurants to reflect our brand personality, which is one of being playful, energetic and optimistic.” However, as McDonald’s moves to make its design more contemporary and modern, one cannot help but recognize the immense similarities it has to the Starbucks model and how these changes are morphing drastically from the traditional McDonald’s image and brand personality.

Traditionally, McDonald’s stores have been known for their bright signature colors of cherry red and golden yellow, Ronald McDonald (the cartoon clown mascot), large golden arches and a child friendly environment equipped with playgrounds. The people drawn to eat in the stores are most often parents with children who enjoy the playful environment. Replacing these bright colors, toys and playground equipment with padded recliners, posh wooden tables and warm painted interiors will contradict the image they have in place. It will attract an adult customer base, but it will also derail families with younger children from visiting.

A January Ad Age report estimated Happy Meals account for about 10 percent of total McDonald’s sales. “If the newly remodeled McDonalds become too popular with leisurely adults seeking a relaxing atmosphere, McDonalds could alienate a customer base that has been the cornerstone of their growth for decades,” states Cynthia Wilson, consumer writer for Investor Place.

Reinventing the look and feel of a store can greatly enhance competitive edge. However, staying inline with the current image may prove more effective for the McDonalds. The Golden Arches better be sure the push towards laptop-toting professionals doesn’t alienate this important customer base, or else it will find its renovations not just costly but counterproductive.

Share your predictions and comments with us concerning McDonald’s redesign. Share with us on Facebook at Weise Communications and follow @Weise_Ideas on Twitter

29
Oct
10

Penetrating Deeper Market Share by Finding New Consumers: The Case of the Airstream

By Tracy Weise Leave a Comment
Categories: Advertising, Branding, Marketing and Uncategorized
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The Airstream trailer is an American icon. We all know the silver bullet shape, a patented design that is easily recognizable. It was designed for a specific purpose and audience. Providing outdoor enthusiasts with a recreational vehicle that has first-class living accommodations anywhere in the world.

Airstream Inc. has done something that successful companies do very well which is to reach new markets by redefining their product purpose in order to gain deeper market share. The company is continuing to produce its core product, but it is marketing it in new ways that reaches new audiences and hence, new buyers.

According to Karl Greenberg, in an article published in Marketing Daily, the company has been “stealthily turning up the flame on efforts to reach a younger, creative and affluent market with partnerships, celebrity efforts and media programs.”

In the article, Airstream’s VP of marketing, Sue Dooley, identifies three groups of buyers: “retirees — people with time and money to travel; outdoor enthusiasts, the largest buyer segment; and the newest buyer demographic, younger creative types who are attracted to the Airstream design elements.”

Dooley goes on to state that this audience, people who simply appreciate the design of the trailer, are buying it for everything but its intended purpose. They are using it for a guesthouse, a pool house, green house, fleet of hotel rooms, a home office and everything in between. None of those uses fit in with what we define as a luxury recreational vehicle for the adventurous, outdoorsy type. This happened despite of the marketing efforts of Airstream which had traditionally been for the outdoor enthusiasts. With its unique silver bullet design, the image is compelling enough for designers and artists to catch on and embrace the look of Airstream. Now, in fact, Airstream marketers have of the problem walking a fine line of  not alienating its core group of purchasers, “the traditionalists,” with marketing for the “non-traditionalists.”

Airstream Inc. didn’t set out to be a museum piece and has the long running philosophy of “Let’s not make any changes — let’s make only improvements!” Every inch of an Airstream has a functional purpose and it is as sturdy and modern in appearance as the first day it swung into traffic in 1932. As a result, an Airstream is always “in style” — conceived and constructed as a lifetime investment in happiness.

I love the Airstream. It has a style and image that evokes positive emotions. I am an outdoorsy girl and there is almost nothing I love more than summer weekends camping in the Colorado mountains. We sleep in a tent and on the ground and I am happy to do it. But I, begrudgingly, have to admit that I now know there is a better way. A few years ago my parents bought an Airstream. One night in a campground outside of Estes Park, I slept in it. Oh my, oh my, oh my. What a difference. I would love one of my own or a couple of them. They could be an office for the agency, guest retreat for clients, or my very own recreational vehicle for doing what it is meant to do – provide me with first class living accommodations anywhere, anytime.

24
Aug
10

Franchise Marketing: Social Media Policies to Avoid Creepy Behavior

By Tracy Weise Leave a Comment
Categories: B2C, Branding, Ethics, Facebook, Franchise, Social Media and Uncategorized
Tags: ,

An account coordinator in our office experienced a highly questionable encounter with an individual at a franchised barbershop. I am not going to mention the specific name of the company, I think it will be sufficient to say it’s a franchise. It’s a barbershop. There are locations in Denver. That only leaves four or five options. Any of them could be a culprit.

The issue at hand concerns an employee using social media to directly contact customers. Here is how the situation unfolded:

“Yesterday I went to [name deleted] to get a “fresh cut.” Upon entering the store I was asked for my first and last name. I gave it to the girl without objection, but wondered why she needed both. I understand needing a name to call you when they are ready and occasionally people have the same first name, but there were only three other people in the shop and I was the only one waiting. I got my haircut, said goodbye to the receptionist and walked out.

“Last night I received a Facebook message from the receptionist asking if this was the same person that was at the shop. She wanted to connect on Facebook and get to know me.”

Creepy. Stalker-like.

This incident raises a lot of questions about the ethics of employees using social media to connect with customers. How does a Franchisor dictate the appropriate social media behavior of employees in stores that are “individually owned and operated?” Even if social media guidelines are in place, are they available and known by all of the employees in all of the stores nationally and internationally? Are the rules enforceable and do they address this type of behavior?

These are issues for franchisors to consider when developing social media policies. Protection the brand is more than just making sure tweets are appropriate and the right logos are used. The BRAND is seen in every detail of employee interactions with customers. Allowing one employee to go rogue with the use of social media can create a huge issue for any company that could destroy even the most well-established brand.

What do you think? Was this behavior appropriate in a world of blurred social boundaries? What does your franchise system say about social media interactions with customers? Tell us here.

To find out more Weise Communications and how we handle social media, follow us on Twitter or check out our Facebook account.

02
Jul
10

Adidas: The Model for Integrated Social Media Campaigns

By Mark Plumb 15 Comments
Categories: Advertising, Best of, Branding, Digital Media, Facebook, Marketing, PR, promotions, Public Relations, Publicity, Social Media, Social Networking, Twitter and YouTube
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As a part of ‘Every Team Needs a Fan’ campaign, Adidas is teaming up with recognizable athletes Reggie Bush, New Orleans Saints; Dwight Howard, Orlando Magic; BJ Upton, Tampa Bay Rays; and Dale Earnhardt, Jr. of NASCAR to engage sports fans across the U.S. for the 2010 FIFA World Cup. Adidas is the provider of the World Cup game ball and is extending their awareness at the global event with these four brand ambassadors.

Reggie Bush traveled to South Africa, in addition to conducting interviews with multiple media outlets, he shared a picture (right) on his twitter account with U.S. player Jozy Altidore (also an Adidas athlete) minutes after the U.S. beat Algeria.

Each ambassador is posting Facebook updates, they are tweeting during and between World Cup games. Each one has shot YouTube videos. (Dwight Howard’s is the most entertaining.)  To get people even more engaged, there is a competition for the ambassadors to get the most fans and Dwight Howard is hosting a watch party in Atlanta for one winner that signed up through Facebook.

Here are many of the locations the integrated social media campaign appears:

Twitter

Facebook

YouTube

Individual Websites

Adidas has done an exceptional job of extending their brand presence through athletes they have endorsement deals and having them cross-over into different sports which exposes fans of these other sports to these athletes and Adidas.

BJ Upton’s participation has been limited in this promotion, however he recently became embroiled in controversy and it is possible that Adidas downplayed his role in this campaign.  This shows Adidas flexibility to adjust the campaign on the fly and the flexibility of social media as a marketing tool to enable such adjustments.

Let Weise Communications on Facebook know about the best thoroughly integrated social media campaign you’ve seen.

23
Jun
10

5 Principles for International Franchise Sales: It’s More Important to Find the Right Fit than Sell to a Willing Buyer

By Tracy Weise 1 Comment
Categories: Branding, Business growth, Franchise, Franchising and Legal
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At Faegre & Benson, Brian Schnell is the lead corporate franchise lawyer for more than 80 franchisors. He helps franchise systems navigate the legal process of expanding internationally, including understanding the ramifications of international marketing and sales decisions and how those decisions can effect your established brand.

Brian has taken the time to provide the readers of The Side Note insight into his experience.

Many U.S. franchisors are looking to overseas expansion as a way to continue growth for their franchise brand and system. Franchisors who have successfully expanded internationally always emphasize the importance of finding the right international franchise candidates, rather than emphasizing getting a deal done and collecting a big upfront fee.  In order to maximize the opportunities for successful international deals with long-term success, franchisors are encouraged to focus on the following principles:

1) Award (Do Not Sell) International Franchise Rights

The key distinctions between awarding and selling are the attitude and resulting relationship both parties have once they sign an agreement.  If the international franchisee buys the rights to their country or a territory within their country, they likely believe they own those franchise rights. This is particularly true when the franchisor tells the international franchisee to modify the operating system for local customs.  This purchase mentality is reinforced if the international franchisee has master franchise rights and immediately begins subfranchising.  Subfranchising often happens before the master franchisee truly understands the business, the marketplace and in general, what it means to be a franchisor.

Contrast this sell/buy mentality with awarding franchise rights. The difference starts in prospecting. It needs to be clear in the beginning that the international franchisee will own its business assets, but those business assets include a license to use the franchisor’s trademarks and operating system, which is being awarded to the franchisee. The smart franchisor focuses its presale discussions with the international candidate on the franchisor’s brand opportunity in the country, the roles that the franchisor and franchisee will play in rolling out the brand and the importance of collaborating in building the brand and the brand’s customers.  This subtle difference channels both the franchisor’s and franchisee’s efforts on mutually working together, rather than the behaviors that ensue when the international franchisee believes it has purchased something.

2) Build an Emotional Bond with International Candidates

With the appropriate awarding mentality in place, the franchisor can spend less time on selling its franchise opportunity and more time on determining if the international candidate is prepared to make an emotional commitment.  Successful brand building and successful franchise building is more about emotion than pure economics.  Most international franchisees have the financial strength to do the deal, but if the international franchisee is not fully invested emotionally, than the chances of long-term success in the country are greatly diminished.

Too many franchisors overlook this key issue in their search for international candidates.  Statistics show that most international franchisees fail to meet development schedules throughout the life of the deal.  One reason this occurs is that the international candidates have been sold, not awarded, their rights. No emotional bond exists between the franchisor and franchisee. Therefore no emotional bond exists between the franchisee and the brand.  If the emotional connection is not established in the beginning, the international franchisee struggles, loses confidence and interest, and likely makes a half-hearted effort in developing the brand in the country.

3) Establish the Importance of Your Culture and Brand

The franchisor must emphasize the culture of the company and the role it plays in the franchise system, both domestically and internationally.  An international franchisee can properly change certain aspects of the operating system when it expands in its country, but they should not change the franchisor’s culture.  Further, a franchisor’s culture is akin to the brand culture, as this is the foundation for promises that are made to brand customers (we promise/we deliver).  The emphasis on the culture is often overlooked in the international sales process, when it should be a core component. If the international franchisee does not understand and embrace the franchisor’s culture or brand, frustration and miscommunication will result and breakdowns will occur.

4) Focus on the Mutual Fit

During the initial conversation with an international candidate, the franchisor should clearly explain the objective is for both parties to determine if the fit is right. Is the candidate a good match for the franchisor and is the franchisor the right fit for the candidate?   In the end, if both parties have determined a mutual fit exists, then the next steps of the relationship (building, expanding and operating the brand in the country) take on a collaborative tenor. Furthermore, when a challenge arises (and challenges will indeed arise), the established relationship will allow the parties to work through those challenges quicker and more collaboratively.

5) Be Prepared to Walk Away

If the focus is in on mutual fit, then the parties should have an understanding that if at any time one of the parties determines the fit is not right, then both parties will part ways and wish each other the best.  International failures are often results of signing deals instead of walking away. Often the franchisor gets too focused on finalizing a deal and receiving the upfront franchise fee that warning signs against the match are missed or ignored.

The bottom line is that successful international franchisors understand the critical nature of the approach they use in their development.  The franchisor should design an approach and structure conversations with potential franchisees that focus on fit above all else.

About Brian Schnell

Brian Schnell is a leader of the Faegre & Benson franchise practice. He counsels both emerging and mature franchisors in a variety of industries on all aspects of their franchise programs. He is the lead corporate franchise lawyer for more than 80 franchisors, ranging from companies with thousands of locations worldwide to companies in the initial stages of building their franchise systems. Brian is a past chair of the International Franchise Association Supplier Forum and a member of its Legal and Legislative, Awards and Membership committees. As the first male to receive the IFA Women’s Franchise Committee Crystal Compass in 2009 based on his leadership in franchising, he is recognized nationally as a leading franchise lawyer and is a frequent speaker and author on franchising topics.

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