Category Archives: Strategy

Forming a New Media Norm

Cruising the calm waters

Snapshot before recession:
Media Companies were fat.
They had come full circle.

Finally … their strategy was paying off … sales was producing … marketing was working … programming and content was strong and revenue goals were met!

However, for the most part … sales, marketing, programming and content didn’t necessarily have to work together.  It was a time where departments had their own goals and life was good!

Damn iceberg ... We never saw you coming!

Snapshot during the recession:
Damn internet.
Damn change.
Damn, Damn, Damn.

 

 

Present Snapshot:
For those who jumped ship, it’s a good thing they did. This ride isn’t for the faint.

This industry has and will continue to grow and change. 

The old business model doesn’t apply now. If you’re still trying to fight the future … Get out. Really … Just leave.

So back to the snapshot:

It’s now about performing & delivering results.

The past is the past … It is what it is … By this time, we know we have to find innovative ways to gain back market share.

Here’s the trend:

Work together … sales, marketing, programming, developers, digital, and traditional … finding the common thread that works for each group … to contribute to the overall goal … It’s an exciting time for media … we’re  forming a new media norm!


Example of an Integrated Marketing Campaign – B96 and Pepsi

I work with media groups on how to maximize their digital efforts.   We all know content is king, but how do you take a client’s needs and integrate content into a win-win-win for programming, sales and the client?

When you study negotiation strategies … one factor is knowing what the other side is up against, otherwise understanding their needs.  And in this case, media reps have several parties to negotiate with … brand/programming and their client.

Case in point … B96FM in Chicago.  I follow them on twitter and their logo hit me in the face.

B96's & Pepsi's Integrated Twitter Logo

Can you imagine what their brand director said when the idea was presented to integrate the Pepsi logo into B96′s logo?  I’ve been in these conversations, and they aren’t fun.

The client in this case being Pepsi, must LOVE this type of integrated marketing.  From my point of view, I think this is a WIN-WIN-WIN!

Here’s why:

  • The logo is tastefully done – it’s cool, easy to read and has established colors that fit
  • It makes B96 appear to HUGE -A RADIO POWERHOUSE
  • Summer IS fun, B96 IS fun and Pepsi adds to the fun by making it big “BIG”
  • Pepsi appears to be cool & hip by connecting to music

Next step … When I visited B96′s website … They’ve also integrated the Summer Bash into their website, not with a small logo, but again – you can’t ignore it!  You know the B96 Pepsi Summer Bash is on it’s way!

B96 Home Page

Can you see the integration?  How could you not?

This is one of the best examples I’ve seen from a traditional broadcast company meeting the needs of their external and internal clients with an integrated marketing campaign.

If you’re looking for an idea or example of integrated marketing campaign … then this is one!

Congratulations to B96, Pepsi and the team who created this … Awesome job!


Major Auto Manufacturer Drops the F Bomb on Twitter

In today’s world of “new media” surrounding us, brands really have to educate and monitor their on-line messages.  In the Old Media World … brands looked at their pr & marketing teams to flawlessly execute the agreed strategy.  But, now that’s not enough.

The agreed branding strategy should still be in place today, including supporting tactics.  The difference however, is monitoring and being able to move fast with solutions that support your strategy.

I think about this scenario, from a mentor that drilled this into my head … Some companies are built like a huge ship … slow, steady, measuring and testing the waters, unable to make fast moves … While other companies are built like speed boats … fast, fearless, and able to go from 0 to 60 in a blink of an eye.

Since I’m a visual person … This analogy makes perfect sense to me.   Can you see it?

So with that being said in today’s “new media world” … Why can’t you have both?

This is what I see …

That same huge ship out in the waters, slow and steady  … would have the best speed boats on each side of it … Each connected with the same strategy … all in the same waters … But, when that brand needs to act fast … it can.

Last week Chrysler had to use a power boat and here’s why and what they did:

An outsourced employee from New Media Strategies who represented The Chrysler Group sent out the following tweet

The Tweet

The Reply

The Official "Sorry for that twit!"


Local Media Can Learn How To Grow Revenue by Watching The Oscars

What are Local Media’s “rocks stars” doing Sunday, during the Academy Awards?

I don’t mean on air … I ‘m talking about social networking.

Did you hear about the movie called “The Social Network” that is nominated for Best Picture?  So, really – what are your “rock stars” doing to participate with their fans?

Media Companies can learn from National Advertisers on this one … They’re certainly taking advantage of using social media during live major events, like they did during the Superbowl.

Here’s what to look for from National Advertisers during the awards:

  • ABC with a content on a Web Sit, oscar.com, presented by sponsors like Hyundai
  • Debra A. Sandler of Mars Chocolate North, Chief Consumer Officer, “The Academy Awards has become a pop culture moment that brings people together, especially over social media.”  Mars, which will run a commercial for M&M’s during the broadcast. “Part of our overarching strategy is to ensure M&M’s are present wherever and whenever people connect.”
  • Living Social will air two commercials.  “We’re going to have things on our Web site, on our Facebook page, in the blogosphere and on Twitter,” said Camille Watson, vice president for marketing and communications at LivingSocial, the social buying site. “It’s core to what people in the advertising world need to do today.”
  • Another sponsor, Best Buy, is highlighting on its Facebook page (facebook.com/bestbuy) an online charity auction of the costumes worn in its commercial by Justin Bieber and Ozzy Osbourne. “We look for shows with huge audiences, live, shows that people are talking about,” said Barry Judge, chief marketing officer at Best Buy.
  • Executives at Hyundai Motor America, the exclusive automotive sponsor of the broadcast, describe the strategy as “big voices in big places.” Hyundai will run nine commercials, seven in the show and two before it, all created by Innocean Worldwide Americas.

But … How does local start securing larger sponsorships dollars using social media with the talent they have?

The goal is create new content that is capable of creating an audience so targeted that you’re able to charge a premium.  Plus, finish with a win-win-win for advertisers, programming and sales.

If you agree with this then bookmark my site.  I’ll recap the advertisers above during the oscars and start explaining how local can start seeing results using social media and integrated marketing.

My resource for this, NY Times article, “Campaigns Begin as the First Stiletto Hits the Red Carpet


The Media Rebound is Here … Are You Ready?

The Media Rebound is Here and it’s coming at you fast … So it’s your decision if you want to join them or not.

January 2nd an article in NYT screamed at me … The Title … After Two Slow Years, an Industry Rebounds Begins.

Thank goodness.  It’s about time!

For those of you who sell media – it’s time you get into 2011 with the rest of the world, (actually, you’re already late.)

Here’s a few reasons why:

  • For the first time, advertisers are projected to have spent more on online ads than on newspaper ads in 2010, according to data by eMarketer
  • “As marketers, we’re getting much more sophisticated about digital marketing as a core part of the mix … the company also sees future investment in experiential marketing and social media, which is still an area many marketers are experimenting with”  – Gayle Troberman, Global GM Branded Entertainment, MSN
  • Digital initiatives like social media are “increasingly a part of every major campaign in some way, even if it’s just a Facebook page” – Brian Wieser, Executive Vice President and Director of Global Forecasting at Magnaglobal, part of the Interpublic Group of Companies
  • Paran Johar, Chief Executive at Jumptap, is predicting that mobile “will get it’s own allocation in advertisers’ marketing budgets” this year as the amount of money devoted to mobile video grows.

 

Here’s the article from the NYT:

After Two Slow Years, an Industry Rebound Begins

By TANZINA VEGA and STUART ELLIOTT

Published: January 2, 2011

WHEN Stephen Colbert wanted to raise money for the recovery efforts after the oil spill in the Gulf of Mexico, he worked with a behemoth technology company, Microsoft. Every time Mr. Colbert said the word “Bing” on the “Colbert Report,” the company donated $2,500 to the Colbert Nation Gulf of America Fund.

Nancy Hill of the Four A’s said there were signs of robust economic improvement.

That effort at brand integration raised $100,000 for the charity and increased recognition for Microsoft’s search engine. And in 2011, it is the type of advertising that the company plans to continue pursuing.

“Media partners have woken up and realized they can interrupt their viewer less and potentially do more for marketers,” said Gayle Troberman, the chief creative officer for Microsoft marketing.

Television advertising, whether through integrated-brand campaigns like Microsoft’s or otherwise, has been one of the bright spots as the advertising industry begins to recover from the devastating effects of the recession and marketers experiment with a variety of new ways to reach the audience.

During the financial crisis and its aftermath, most advertisers reduced spending in virtually all forms of media, even those that had been enjoying strong growth in ad revenue. Now, a recovery seems to be taking hold on Madison Avenue and conditions are widely perceived as improving.

“This is more like it,” said David F. Poltrack, chief research officer at the CBS Corporation and president of the CBS Vision unit. “After two years that have not been pleasant for any of us, things are looking up.”

Mr. Poltrack’s boss, Leslie Moonves, president and chief executive of CBS, said he had already looked at some results for the first quarter of the new year and, for the company’s local businesses, the increases were “equal to what they are in the third and fourth quarter” of 2010, “which is pretty remarkable.”

Also, demand is strong for commercial time on the national CBS network that is bought on a short-term basis, Mr. Moonves said, in what is known as the scatter market.

Those prices are 35 percent higher than the prices for commercial time that CBS sold in the spring on a long-term basis, he added, in what is known as the upfront market.

Nancy Hill, president and chief executive of the Four A’s, the trade association for ad agencies, said that despite “concerns on Main Street” about the economy, “I believe that economic improvement will be consistent and robust in 2011; the signs are all there.”

The trends that were remaking the industry before 2008 appear to be picking up where they left off. That means this year is likely to bring rapid growth for spending on ads in new media, resumed growth for spending on television advertising and struggles for print media, particularly newspapers.

According to data from Kantar Media, advertising expenditures for all media for the first half of 2010 increased 5.7 percent from 2009 to about $63.6 billion. Television advertising led the pack in spending because of an increase in demand from the automotive and retail markets, and political advertising.

Spending on advertising in local newspapers showed a significant decline over the last 19 quarters, with a 4.6 percent decrease for the first half of 2010 compared with the same period in 2009, according to data from Kantar Media.

For the first time, advertisers are projected to have spent more on online ads than on newspaper ads in 2010, according to data by eMarketer.

“The bad economy has actually accelerated the shift to digital advertising,” Geoff Ramsey, the chief executive of eMarketer, said in a statement.

“Online ads, especially search ads, are increasingly seen by many marketers as a more reliable bet than print ads, which are often difficult to tie to a measurable financial result.”

For brands like Microsoft, Web analytics and research are driving much of the investment into digital media.

“As marketers, we’re getting much more sophisticated about digital marketing as a core part of the mix,” Ms. Troberman said. The company also sees future investment in experiential marketing and social media, which is still an area many marketers are experimenting with.

To promote its Kinect controller for the Xbox 360 last fall, Microsoft introduced “The Kinect for Xbox 360 Tour” and set up locations in various cities where people could play with the Kinect and post videos on a Web site where users could comment. “As technology moves to a more social universe, we definitely see ourselves investing more,” Ms. Troberman

Leslie Moonves of CBS said demand was strong for spots on the national network bought on a short-term basis.

General Electric also plans to continue investing in digital initiatives in the new year. For its Ecomagination campaign, the company used a combination of media including user-generated videos on YouTube, a photo contest on Flickr, instructional Web videos on how to be more environmentally friendly and iAds for mobile devices like iPhones.

“The results have been phenomenal,” said Judy Hu, the global executive director for advertising and branding at G.E. “We are undoubtedly going to be doing more of this.” Ms. Hu said the company also planned to expand the number of digital companies it worked with to apply their expertise in the digital ad space.

Over all, advertisers will continue to have more options to choose from but they will also have to work harder to find their audience.

“Fragmentation of audiences leads to expansion and fragmentation of advertising inventory,” said Jon Swallen, the senior vice president for research at Kantar Media. For advertisers, “there is more choice, more flexibility, more negotiating power than they’ve enjoyed in the past,” he said.

The fastest growing media will be online video and mobile, said Brian Wieser, executive vice president and director of global forecasting at Magnaglobal, part of the Interpublic Group of Companies.

Digital initiatives like social media are “increasingly a part of every major campaign in some way,” Mr. Wieser said, “even if it’s just a Facebook page.”

In a study conducted by Break Media and Advertiser Perceptions, 70 percent of advertisers responding to the survey said they planned to increase their spending on digital video in 2011.

PricewaterhouseCoopers is predicting that spending for online video will increase this year by 38.6 percent from 2010, coming on top of a 39.5 percent increase in 2010 compared with 2009.

Paran Johar, chief executive at Jumptap, is predicting that mobile “will get its own allocation in advertisers’ marketing budgets” this year as the amount of money devoted to mobile video grows.

Turning to traditional media, Mr. Wieser said, “television continues to be resilient,” while “you certainly see weakness in print media.”

Steve King, chief executive at the ZenithOptimedia media division of the Publicis Groupe, said that from 2011 to 2013, Internet advertising would increase 48 percent; followed by commercials on TV and in movie theaters, up 19 percent; outdoor advertising, up 18 percent; and radio, up 10 percent.

Print advertising, by comparison, will fall 2 percent, Mr. King said.

Generally, “we are seeing a recovery,” Mr. King said, “although it is more muted than those after previous downturns.” The amount of money spent on ads in 2008 will not be met and exceeded until 2012, he added.

Adam Smith, futures director at GroupM, the media unit of WPP, attributed about a third of the recovery in ad spending to decisions by marketers of beverage and personal-care products to increase their budgets, followed by sellers of automobiles and financial services, which accounted for a quarter of the recovery.

“The general tenor of clients seems to be on the side of optimism,” Mr. Smith said.

One reason for the resiliency of television as an ad medium, he added, is that many consumers are going online or using their mobile devices as they watch TV, meaning that new media are feeding the growth of a traditional medium rather than stunting it.

There are forecasters, however, who believe that another traditional medium — print — may benefit from a new medium — tablets — rather than be cannibalized by it.

“Some big breakthroughs are on the way for print media to move onto the tablet,” said Nick Pahade, chief executive at Traffiq, a digital media buying company, “which will spur more rapid consumer adoption.”


Four Email Marketing Takeaways

 

80% of the email newsletters I receive are junk.  Here’s why I consider them junk mail: 

  • If they have “exclusive” offers – the offer isn’t strong enough to differentiate from their traditional advertising – so where’s the benefit?
  • Content that doesn’t engage me – so where’s the benefit?
  • Too much going on – graphically.  I’m superficial (there I said it), but just like when I’m walking through mall – if a store front has too many things going on and isn’t visually pleasing – I’m not going in.  Same with an email guys!
  • Subject lines.  Period.  You know the saying “You have 5 seconds to impress” … that’s the subject line.  Tell me the benefit in 5 seconds.

Now the flipside … the 80/20 rule … I received an email with great takeaways on how to write emails … from Zappos.  I have a huge amount of respect and loyalty for this company – because they continue to improve and have a mission that includes passion for who they are!  And no, I don’t get paid to write about them.

Read the email …

Hello Friend!

We know you’ve got a lot going on this holiday season, so we’re ready to help!

Starting Monday November 15th, we’ll be sending out a Zappos.com email every Monday, Wednesday and Friday for the next 6 weeks! That’s 3 emails a week until December 24th.

This epic holiday event gives you the chance to see our selection of products and brands without having to leave the comfort of your home.

You can choose from your favorite brands like UGG® AustraliaFryeThe North Face, and Nike. Or browse by popular categories like bootsjeansjacketsbeautyand housewares.

My takeaways from it:

  • I do have a lot of things going on this holiday season … thanks for acknowledging that and wanting to help me
  • Thanks for the heads up that I’m going to start receiving more emails than usual (brilliant to tell me this, rather than just start receiving tons of emails)
  • “Chance to see our selection of products” … translates to me – all I need to do when I get these emails is give a quick glance – if I see something I’m interested in – then I’ll go in with my wallet nearby
  • The best aspect of this email is are the benefits … Even though I know they have delivery next day, free shipping, 24/7 customer service, 365 return policy and brands galore … They make it top of mind

Do you have an example of a company that does great with their newsletters?  I’d love to know that I can sign up for it!


2 Ad Students Make A Pilgrimage to Dream Job

The Pilgrimage to Crispin Porter

Have you heard about it?

It’s two ad students who have a dream.

Rather than just sending out a resume … they are doing it their way by using their creativity & passion.

I love it.

Most college graduates think because they send out tons of resumes and have a degree they are “owed” a job.  It doesn’t work this way.

I love the idea of what these two ad guys are doing … They want something and are using their talents to show us how much they want it … all while using the hottest tools in the digital space so we can interact with them.

Santiago and Victor – I wish you the best in your adventures  … let your creative juices flow on your way to land your dream job.


To Be or Not To Be … Fully Loaded That Is

Marketing has never been easy for anyone and today it requires more from you.

When I started my career at 4192 John Young Parkway, our property included two radio stations, WDBO and WWKA.

Today, our property includes:

Massive Digital Platform

Two TV Stations – WFTV/WRDQ

Six Radio Stations – WDBO, WCFB, WHTQ, WMMO, WPYO & WWKA

An Event Division

It’s a completely different road for marketing folks and the clients we help navigate.  This road requires an understanding of the “extras and upgrades” to land you where you want to go.

Think about this … Would you choose a 1998 Ford fully loaded or a 2011 Ford fully loaded on a road trip with your family where your final destination is half way around the country?

By the way … The 2011 Ford has the latest GPS with On Star and most important – that dvd player in the back for the kids.

Yes – we’d all choose the newer Ford … Why?  Because it will tell us where to go – how to get there – and with a touch of a button – On Star will take care of us, if we need them.

How is this relatable to your marketing?

If you’re not the new Ford Fully Loaded – you’ll be lost on all roads that lead to the future.

Here’s a fantastic entry from Kendall Allen on Media Post:

I Was Told There’d Be No Math


by Kendall Allen, Yesterday, 12:15 PM


Two of the most prevalent characteristics of today’s media environment are fragmentation and convergence. Proper marketing or integrated media strategy and planning work require one to have the outlook, brains and muscle to navigate incredible complexities. It’s not for everyone.

True competitive command includes, among other skills, knowing how to use market and consumer insights to inform strategy; hone strategy; deliver logical planning tuned to objectives; establish a real marketing or media mix; assure correct, valuable tracking and analysis; and convey options for improvement in a clear, applicable way. That’s a lot for any professional. But come on, it’s what we do, right? If you’re serious, it becomes your life’s work to get your arms and  brain around it all. If you’re complacent — well, best of luck.

In surveying several burgeoning areas of our industry — including the emergence of new types of companies such as DSPs, RTBs and the like — I realized something. Entirely new levels of skills development are required for the marketing and media professional who must say current and ahead of the curve, dealing with the new — as in the past 3 years, and last year in particular. In a way it’s unfair, but it’s also incredibly exciting. We are not talking about “re-skilling” necessarily, but depending on how you’ve been oriented, there’s a whole new standard for keeping up.

Audience focus. With the standard of data now available, it’s  become almost unacceptable among marketing and media peers to have a consumer or audience view limited to only demographics. In today’s environment, we commit to uncovering and understanding behavioral and attitudinal aspects of whoever we are targeting. The best pros among us develop real, actionable segmentation, some sort of continuum based on who our “best” (most productive or profitable over time) customer is. Engaging on this more sophisticated level means embracing data solutions or third-party engagements and getting your head and your organization in the right place pronto.

Strategy and planning. We often malign those who don’t know the difference between strategy and plan. Yet the difference has become more obvious, given all that goes into the plan itself. With strategy as the prevailing, guiding imperative — the plan is the structured approach, the means of attacking on that imperative. Today, the best plans — so rarely reliant on a single media type or level — are longer-term and very leveraged. Construction, phases, media mix and campaign management and tracking solutions — plus ad serving, targeting, listening, bid optimization — necessitate a lot of understanding and levels of commitment by different parts of an organization. What used to be a little bit true is now 100% true: the plan itself can no longer be phoned in.

Buying and optimization. This last item I’ve been mulling a lot. The growing up of networks, the entrance of ad exchanges and now the latest hotspot of activity around DSPs and RTBs — real-time bidding platforms — profoundly change a day in the life of someone in the trenches of buying. While a network buy or volume delivered through these platforms may not constitute the whole plan for a client, it’s a layer, maybe even foundational, that has its own requirements and skills. Looking at the agency for a minute, depending on who is handling this work, new territory includes learning new interfaces; cross-referencing or integrating data sets; and multidimensional bid optimization. If you have been dealing with search buying or yield management, the learning curve may be short. But, make no mistake, bidded media is its own animal. I find it fascinating that after years of agencies relegating search to experts, hired guns or the kids in the other room — agency professionals who’ve been focused on buying display impressions in a very conventional manner are getting this new exposure.

It’s always been an incredibly stimulating and rewarding environment in which to live and do business. As a personal standard, I’ve always appreciated things being just a little out of reach when striving for mastery. After all, when mastery is complete, we may as well take off for the porch and watch the sunset. While we are here, there should always be new things to learn and new ways in which to contribute. True, some of the new items on the “learn” list are particularly data- or math-driven and almost cerebral — but this is good for us.


Outback, Red Lobster, Starbucks Offer “Experiences” … What the Local Restaurant Owner Can Do to Compete for Business

What’s in it for me?

Is a question you should be asking yourself when you’re putting together a marketing plan … What’s in it for my customer?

The days of a free b-day dessert at a restaurant isn’t keeping your customer’s attention anymore.  Now, larger chain restaurants will offer customers an experience for their repeat business.

Can local restaurant owners compete with a chance to fly to Australia to see Tim McGraw perform from Outback Steakhouse?  Or trips to New England or the Florida Keys brought to you by Red Lobster?

I say YES!  And here’s how you do it … where the national chains can’t compete …

Offer “experiences” in your local community.

  • Register to sit a VIP area at the largest Central Florida Fireworks Display where your restaurant caters dinner
  • Become a location drop off for our Teacher Supply Drive
  • And how’s your website?  Send your customers there to read about your wonderful chef and the chance to have him create a dinner for you and your friends that’s private and a menu that’s selected by you

These are just a few ideas that I hope help … as the large national chains start to offer “experiences” you can do the same, but with your own local flair.

Here’s the story from the Wall St. Journal and what to be looking for from the national restaurants:

By JULIE JARGON

Loyal diners used to be rewarded with free meals or a slice of cake on their birthdays, but now recession-hit restaurants are crafting new ways to hang on to their best customers. They are dangling free trips, a shot at buying pricey items like rare coffee beans and chances to sample new menu items ahead of the pack.

In some ways, restaurants are following the model set by the travel industry by offering an “experience” to their customers.

Club members at Outback Steakhouse, owned by OSI Restaurant Partners LLC, can earn points to win Tim McGraw memorabilia such as CDs, the country singer’s namesake cologne and footballs or cowboy hats autographed by him. “My Outback Rewards” members also get automatically entered to win a free trip to Australia in September to see Mr. McGraw perform.

Red Lobster’s “Fresh Catch Club” has offered chances to win a trip to coastal cities in New England and the Florida Keys.

In other cases, eateries are framing the perks as privileges. Starbucks Corp. on last week offered gold-level rewards members—customers who have made at least 30 purchases on their Starbucks card— the chance to buy a rare coffee from the Galapagos Islands and to purchase trips there.

Thank You, Loyal Customer

More eateries are adding customer-loyalty programs. A sampling:

  • Starbucks—Last week Starbucks offered its gold-level rewards members — customers who have made at least 30 purchases on their Starbucks card — a chance to buy a rare coffee from the Galapagos Islands and to purchase discounted trips there.
  • Outback Steakhouse—Its loyalty club members can win Tim McGraw memorabilia (CDs, his cologne brand, an autographed cowboy hat or football) and get entered to win a free trip to Australia in Sept. to see the country singer perform.
  • Panera Bread—Plans to roll out a rewards program nationwide later this year that, among other things, will let loyal customers preview new menu items.
  • T.G.I. Friday’s—Members of its “Give Me More Stripes” program get a coupon for a free dessert or appetizer when they first sign up; each time they spend $100 on food, they get an $8 coupon. They also get to sample new menu items before anyone else.
  • P.F. Chang’s China Bistro—People who sign up for the chain’s Warrior card get 10% off meals.

Members of T.G.I. Friday’s “Give Me More Stripes” program get to sample new menu items before anyone else. They also get a coupon for a free dessert or appetizer when they sign up; each time they spend $100 on food, they get an $8 coupon.

The recession hurt the restaurant industry, forcing many chains to close stores and deeply discount their menu items. Total restaurant traffic declined by 3% in the year ending in May, according to market-research firm NPD Group Inc.

“Having dollar menus and value menus has become unsustainable, from an operating profit standpoint, so restaurants need to be able to establish consumer continuity with loyalty programs. Instead of getting customers in three or four times per year for special events, they need to get them in two to three times per month,” says Burt P. Flickinger III, managing director of Strategic Resource Group, a consumer consulting firm.

Mr. Flickinger says restaurants have lagged behind supermarkets and drugstores, which have long offered customer-loyalty programs. Had restaurants worked harder to retain repeat customers, he adds, “you wouldn’t have had the desperation discounting” that many chains resorted to in the last year.

Daneen Feeney, a 43-year-old Chicagoan munching on a salad at a Panera Bread, said she would return to a favorite restaurant more often if it had a rewards program. “If a restaurant can offer a little extra something it would show they appreciate your business,” she said.

Panera Bread Co. doesn’t yet offer a rewards program in Chicago but said it plans to go nationwide later this year with the one it currently has in 23 markets. Among other things, it allows loyal customers to preview new menu items.

Restaurants decline to disclose what they spend on such programs, which are often marketed right on the menu or through the Internet or at food events rather than through TV or radio. Mr. Flickinger estimates that it typically costs a company 1% of sales to launch a rewards program, an upfront expense that includes the cost of the plastic rewards cards, in-store signage and advertising. The cost of the discounting that’sassociated with rewards programs can range from an additional 5% to 15% of sales during the period in which the perks are being offered. But he said the return on investment is typically 2% of sales.

The “My Starbucks Rewards” program, which launched in December 2009, has three tiers of loyalty: the initial level allows customers who load a prepaid Starbucks card to receive a coupon for a free drink on their birthday. After earning five stars on their card—one star is earned for every transaction—customers can get such perks as free syrup in their drinks and free coffee refills. The gold members who have earned 30 stars get invited to film screenings and receive VIP concert passes.

The program appears to be working: Almost 20% of the transactions at U.S. Starbucks stores are now paid for with a Starbucks card.

Starbucks’s private sale was to run last Tuesday through Saturday on gilt.com, a site that hosts sales of luxury brands, but the coffee sold out in less than a day, the company said. All gold-level Starbucks card members— there are currently 1 million—received an e-mail on Tuesday containing a link to the web page where they could buy the coffee, grown on a single farm in the Galapagos, a month before it’s sold in Starbucks stores.

The pricey beans—at $12.50 for a half pound—are in short supply, and only a small number of Starbucks stores will even carry the coffee.


Once Headed to Bankruptcy – Now “Reactivating” With Former Customers

Pier 1 is a store that I’m really familiar with.  When I first moved out from my parents, my mom bought me a few items that I still have and love to this day.

Yet, I don’t shop there today.  I can’t even remember the last time I was in a Pier 1.

So I wasn’t surprised when I read this article about them “reactivating” with former customers.

Using 1 Million dollars towards a marketing campaign that includes: radio, print and some tv, this will push them into a jolly 2011.

The following came from B-Net, written by Mike Duff.

Behind Pier 1′s Successful Turnaround: “Reactivating” Former Customers While Drawing New Ones

Pier 1 (PIR) has accomplished something that seemed like a forlorn hope during its mid-decade decline: boosting sales from new customers, an accomplishment that provides real hope it can complete its long turnaround process.

Three years ago, Pier 1 appeared headed for bankruptcy, but it brought innew CEO Alex Smith and began closing stories and restructuring its purchasing to replace inconsistent and an often unattractive merchandise assortments with a selection that was more up to date and stylish.

As new merchandise arrived, the retailer recognized that it needed to pull consumers back to the store, and so it focused on holders of Pier 1 credit cards. Those customers weren’t shopping the store like they used to — as reflected in its declining sales and losses  — but they remained fond enough of it to maintain their credit cards. The retailer pictured glittering new products in mailers and invited them to in-store sales events that offered bargains beyond the points they gained with each purchase, which provide a $20-off award for every $500 spent.

The approach proved effective. For fiscal 2010, Pier 1 posted profitsand a one-and-a-half percent increase in comparable store sales, those in locations open for at least a year. In its 2011 first quarter,the retailer picked up the pace, with double digit comparable store sales gains that more than made up for the slide it experienced during last year’s recession.

Smith said Pier 1 has an opportunity to “reactivate” even more of its former shoppers, and will continue to target them. But, critically, it is also broadening marketing efforts. It has increased direct mail and newspaper advertising designed to reach new customers and is adding radio and even a little TV, with much of broadcast focusing on holiday. It will boost marketing budgets by a third and place a particular emphasis on gift-hunting consumers who are likely to shop a wider array of stores in the holiday season. While the marketing budget expansion totals only $1 million — not much for a national chain — it’s also a relatively low risk effort using well-established methods.

Pier 1’s recent profits have enabled it to launch some modest initiatives that also should provide gradual sales gains. It has begunrefurbishing stores with new shelving and displays intended to drive sales. Initially, only 24 of 1,050 stores will be covered, but current plans call for the renovation of 20 more going forward. Pier 1 also has expanded its website, finally adding the full range of available merchandise to its Internet portal. The company is preparing an initial test of site-to-store delivery, too, which other retailers are using to offer customers free shipping if they are willing to pick up orders at local stores.

A while back, I expressed some concern that Pier 1’s rebound might run out of oomph once it regained the easiest-to-recover card holding customers. So far, that hasn’t happened. The percentage of sales on Pier 1 credit cards increased in the latest quarter to almost 26 percent from a bit over 25 percent of sales in the year-earlier quarter. However, the growth of Pier 1 credit card purchasing as a percentage of sales actually slowed in the quarter if compared with the past fiscal year.

Given that Pier 1 card holders get rewards with every purchase, they certainly have an incentive to use their credit. But two-thirds of the $25 million top-line sales increase Pier 1 enjoyed in the first quarter was paid by other means. The numbers suggest that customers other than shareholders have begun responding to Pier 1’s better merchandise and more expansive marketing.


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