Brand/Branding

Don’t Just Survive…Thrive

History Proves That Recession Marketing Increases Market Share And Profitability

For the average business the instinctive recession-reaction is to spend less. In most cases the first thing cut is marketing. The problem? You need customers - Now! This is when marketing is more important than ever and cutting back could spell disaster. Interestingly, history shows that smart, strategic marketing during economic downturns presents tremendous opportunities for businesses.
Lessons From The Past

Historic data demonstrate that aggressive marketing during recessions increases both market share and profitability. A slew of studies show these facts hold true for every recession since World War II. The American Association of Advertising Agencies sums up many historic studies in a commissioned report “Advertising in a Recession.” Among the findings are:

• Buchen Advertising conducted a study tracking advertising dollars versus sales trends before, during and after the recessions of 1949, 1954, 1958 and 1961. Not only did it find that sales and profits dropped off at companies that cut back on advertising, it also found that, after the recession had ended, these same companies continued to lag behind those that had maintained their ad budgets.
• A jointly-sponsored American Business Press/Meldrum & Fewsmith study of the 1970 recession found “that sales and profits can be maintained and increased in recession years and in the years immediately following by those who are willing to maintain an aggressive marketing posture.”
• A follow-up 1979 study further revealed “that companies which did not cut advertising expenditures during the 1974-75 recession, experienced higher sales and net income (during those two years and the two years following) than companies which cut in either or both recession years.”
• Following the 1981-82 recession, McGraw-Hill Research’s Laboratory of Advertising Performance reported “that business-to-business firms that maintained or increased their advertising expenditures during the 1981-82 recession averaged significantly higher sales growth during the recession and the following three years than those which eliminated or decreased advertising. By 1985, sales of companies that were aggressive recession advertisers had risen 256% over those that didn’t keep up their advertising.”
• Cahners Publishing Company, together with the Strategy Planning Institute, released a report in January 1982 which disclosed that “during recessionary periods, those businesses (who spent more) tended to gain a greater share of market. The underlying reason is that competitors, especially smaller, marginal ones, are less willing or able to defend against aggressive firms.”
• During the mostly-recessionary period from 1980-85 McGraw-Hill found those companies that did not reduce their marketing budgets increased sales 16-80%.
• MarketSense compared 101 brands during the recessionary period 1989-1991 and found that those which increased ad support enjoyed increased sales.

Many of these studies, and others, originated from sources with a vested interest in extolling the benefits of advertising. Even so, the findings are convincing. Statistics only tell part of the story though. Understanding the true potential of recession marketing requires looking beyond mere numbers to consider the consumer. Examining the human impact is critical to marketing, and there’s no better way to do so than through the lens of one of the most compelling case studies in marketing history.

“Advertise Your Way Out”

That’s the simple and proven recession survival philosophy of consumer goods manufacturer Procter & Gamble. Their straightforward approach began during the Great Depression when then-P&G president, Richard Deupree, ignored shareholder protest and brazenly ramped up marketing investment as rivals cut back.

While the competition either faded or failed P&G brands remained visible and gained market share. They provided a sense of security in people’s daily lives just as the company’s vitality offered hope in a shattered economy. Amidst great fear and uncertainty, indelible emotional bonds formed with consumers who found comfort and reassurance in familiar brands they could rely upon. Through the bleak years of the Depression, P&G’s marketing transcended mere promotion by weaving its brands into the cultural fabric and cementing their authentic value in the lives of consumers.

Leading The Pack

This bold marketing established P&G’s dominance in the 1930s while casting the die for market supremacy throughout the rest of the century. As of 2008, the Cincinnati, Ohio based company was the 8th largest corporation in the world by market capitalization and the 14th largest U.S. company by profit. 2007 Nielsen estimates ranked P&G’s U.S. ad expenditure at $2.62 billion, with combined global ad expenditure reaching $9.4 billion, making them the leading advertiser in both the U.S. and the world. Currently 24 P&G brands each generate more than a billion dollars in net annual sales, and another eighteen have sales between $500 million and $1 billion.

Is all that marketing worthwhile? View it from the consumer standpoint. How many of these P&G brands do you recognize, and what emotions are conjured when you read them: Bounty, Braun, CoverGirl, Crest, Crisco, Dawn, Downy, Gillette, Head & Shoulders, Ivory, Olay, Oral-B, Old Spice, Pampers, Puffs, Secret, Tide and Vicks. Chances are you’re familiar with most, if not all, of those brands, even if you don’t use the products. Some have existed since before the Civil War and while quality is certainly the key component to their longevity and success the value of effective marketing cannot be overstated.

Smarter Marketing Makes The Difference

While the economy may be mired in recession the good news is that there are still customers out there. You just have to work smarter to attract them. Perhaps your marketing budget rings in a bit below $2 billion. Not to worry. Businesses seeking to be proactive in a recession can utilize a number of different techniques to optimize brand performance. Studies show that companies that have thrived during recessions and emerged stronger tend to have the following traits in common:

Brand Integrity
Your brand is your single most important asset. Brands shape the relationship between you and your customer - and that relationship is now more important than ever. Your brand creates desire, influences behavior and forms lasting emotional bonds. Brands engender loyalty that commands a premium, which ultimately enhances your bottom line. Recessions are not the time to cut corners and dilute your brand.

As proof, the BrandZ Top 100 Global Brands list compiled annually by Millward Brown Optimor provides empirical data confirming top brands buck economic trends. For the past three years, the BrandZ Top 100 portfolio has enjoyed a significant lead over the S&P 500 - the value weighted index of the 500 biggest companies listed on the US stock exchange. Significantly, their lead has not diminished during the recession. This illustrates that strong brands perform better in a downturn and are better positioned to grow once recovery begins.

I kicked off with brand integrity because it encompasses all of the following:

The Big “V”
People don’t stop buying during recessions, they just look for greater value. Strong brands don’t slash prices. Rather, they communicate their enduring relevance in the lives of consumers. Deliver on value without compromising quality or the experience customers have come to expect and you’ll still command a premium.

Increased Advertising
Turbulent economic times are when your brand should be most visible. Diminished ad sales create a buyers market that give you leverage to negotiate attractive rates to stretch your advertising budget. If the economy is keeping the competition from advertising it’s the perfect time for your brand to seize consumer mindshare. Think P&G.

Long-Range Focus
Remaining committed to long-term goals and executing on plans provides reassurance to your customer base - your most critical target now - as well as investors, lenders and stakeholders. Even as budgets are trimmed, maintaining momentum and a forward-thinking brand strategy has proven to be critical.

Boldness
Launching a new business, product or marketing initiative among weakened competition may offset or outweigh the investment in waiting until a more robust economic environment returns. Consider the advice of Andrew Carnegie who said the most valuable lesson he learned in business was that “The best time to expand was when no one else dared to take risks.”

Creative Partners
Developing and executing compelling, persuasive and effective marketing while you’re trying to run a business is overwhelming. Collaborating with a professional design studio or agency will make your life easier and maximize the return on your marketing investment. A trusted creative partner will be in tune with your brand and your message, and will know how to leverage the power of design and branding to help you attract and retain customers.

Market Or Die?

Every business must communicate and connect with consumers. The old adage, “market or die” is particularly prescient in a deep recession where making decisions to simply survive may not be enough. You don’t have to break the bank. Prudence is paramount, but if your business is focused more on accounting than brand development and marketing, you’re headed for trouble. The real question behind recession marketing isn’t, “can we afford to do it,” but rather, can you afford not to?

To find out more about what RCS can do to help you drive success for your brand, call us for a free consultation at 877-535-2324.

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A Critique Of Domino’s Damage Control Video

A PR nightmare has come to life for the Domino’s corporation. After 2 idiotic employees posted a video on YouTube of them doing disgusting things to the food, Domino’s had to react quickly, and they did.

At pretty much lightening speed, Domino’s President, Patrick Doyle, posted this video of his own to respond to the situation.

I think Domino’s response has been good to this point. I also believe it’s an opportunity for the Brand to do some really important things if they decide that take advantage of the opportunity to speak to their customer’s in a more meaningful and powerful way.

So after seeing Pat’s video on YouTube above, I asked our resident business communications expert, Shari Alexander, to view the video and offer some suggestions on how Pat and his team could have made more of an impact. This is not a negative look at what they did, but perhaps informational for anyone who may need to understand the dynamics involved a little better. Please feel free to add you comments and let us know what you think.

__________________________________________________________________________________________

It’s something that no executives wants to face, having to speak and do damage control in front of thousands of observers. After years of watching videos of professional speakers and working with executives on their speech and presentation skills, here are 3 observations I have about the video from Doyle that you can learn from.

Not looking in the camera. While I respect the fact that Doyle came up with something to say very quickly, it’s a shame that his script was not closer to the camera. This would have given the illusion that he was looking into the camera. We all know that eye contact is important when talking to someone. The same goes for addressing viewers behind the camera lens. If Doyle wanted to connect with the viewers, then he should have looked at them, instead of reading a script 45 degrees away from the camera.

Know your frame. Studies have shown that we trust another person more when we can see the other person’s hands while they speak and we are hesitant to trust another person when we can’t see their hands. Doyle’s entire statement was just a “talking head”. You could not see his hands or gestures. Gestures provide an important communication element in speaking. Doyle used a few small gestures, but they were out of frame (outside the camera’s view). If you are ever in a situation where you need to give a similar statement on camera, ask for your frame to be from the waist up. This way you can have your gestures visible to the camera, making you appear more trustworthy to the viewer.

Where’s the passion? You could tell Doyle was very upset by the entire situation. He looks away from the script at very telling moments and you can see a flash of disgust on his face. However, Doyle mostly played it cool. He tried to keep a straight face and not give any expression. I believe that’s a mistake. Why is it wrong to show emotion towards a disgusting situation like this one? I think Doyle would have been better served if he let out what he was trying to hold back. In fact, if he had shown a bit more passion in his statement and not been so boring, it would have been more interesting to watch, and the media would have used more clips from the statement, resulting more positive PR for Domino’s.

Everything considered, I think Doyle did an okay job. He was quick to respond, which in these types of situations is half the battle. It wasn’t perfect, but it was certainly sufficient enough.

To find out more about Shari and what she does to help people and business communicate better, visit her here on her website www.PresentingMatters.com, or email her at Shari@PresentingMatters.com.

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Differentiate and Succeed

First, What Exactly Is A “Brand”?

It’s much more than a flashy logo and a catchy slogan. Brands are composed of consumer touch-points, and the perceptions they create. Every experience a person has with your company, products, or services, communicates a message establishing a perception that defines your Brand. A Brand is as much the perception of beauty in an attractive marketing brochure, as the perceived ease of navigating a user-friendly web site. It’s as much the tangible perception of quality craftsmanship, as the intangible perception of friendly service.

Second, What Is A “Brand Identity”?

Because we each view life through the lens of our individual experiences, perception can’t be determined, only influenced. Influencing perception is the job of the Brand Identity. A Brand Identity is the visual articulation of the perception you wish your Brand to convey. Graphic Design is the craft used to create the Brand Identity. Marketing disseminates the Brand Identity. Advertising promotes and sells the Brand Identity. Together, they work to create, retain, enhance, sustain, and when necessary, recreate, Brand perception - all in an effort to elicit the desired consumer action.

The Top Three Mistakes Businesses Make When Designing Their Brand Identity?

1) Not working with professional graphic designers: Accessibility to computers, design software, fonts, etc., has created a proliferation of “off-the-shelf-graphic-gurus”. But, knowing how to use Photoshop doesn’t make someone a designer anymore than knowing how to scramble an egg makes someone a chef. Navigating the complexities and nuances of effective and compelling Identity design requires the acuity of trained, professional practitioners.

2) Cutting corners on quality: Graphic design, printing, photography, illustration, copywriting, materials, and overall consistency in visual tone and message each influence consumer perception. Skimping on these could communicate a lack of quality that will reflect poorly on your Brand. You might save pennies up front, but it’ll cost you in the long run.

3) Not following through: Designing your Identity is the first step, but it doesn’t end there. Building Brand equity takes time. Once your Identity has been launched it must be managed as your business grows and the Brand evolves. Communicating a consistent message, while being flexible enough to adapt to change, keeps your Brand from becoming obsolete. This requires constant attention. Trying to tackle the task yourself is a recipe for failure. Maximize your return on investment in Brand Identity by keeping it in the expert care of design professionals.

Tips On How To Develop A Successful Brand Identity.

1) Understand that working with a professional graphic designer is a capital investment, rather than an expense. Investing in quality up front generates greater dividends in the long run.

2) Work with a designer who excites you. Designing a creative and effective Brand Identity is a highly collaborative process. It not only requires imagination and skill, but also a spirit of enthusiastic give-and-take among people who inspire and challenge each other.

3) Be open to bold ideas, and willing to take risks. Creativity and imagination are still the most effective means of gaining an unfair advantage over your competition.

4) Remember that bad design is often as memorable as good design. You have to decide how you want to be remembered.

To learn more about what RCS & Nocturnal Design can do for you, click here.

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Color Yourself Successful

Color communicates. It can provide direction and clarity. When language fails color can offer valuable associations with people, places and things. Shamrock green. Fire engine red. School bus yellow. Midnight black. Sky blue. The mere act of reading those colors evokes distinct feelings. Color induces subtle emotions, and elicits powerful responses. Because color’s impact is so profound, it’s role in design and branding is critical - and can achieve extraordinary results.

Over time, thoughtful and consistent use of color becomes emblematic of a brand, and can be as powerful an identifier as the corporate name and logo. Automotive icon Enzo Ferrari once said of his namesake sports cars, “It’s not a Ferrari if it’s not red”. And, of course, Ferraris are no ordinary red, they’re Rosso Corsa (race red) - the official Fédération Internationale de l’Automobile designated racing color of Italy. With one vivid stroke a single color identifies the company and products, symbolizes their raison d’etre, and creates an emotional connection with an entire nation by embodying it’s proud racing heritage. The effects are profound. Ferrari is one example of many leading global brands that have utilized the associative and emotional impact of color to create an advantage. Think UPS brown, or Tiffany & Co. blue.

So, if color is communicating on behalf of your brand, what is it saying? The truth is, different things to different people. Though we all see the same colors, we interpret and remember them through the lens of our varying experiences. What some view as a lovely yellow ocher others may view as, well, vomit. And, despite Enzo’s assertion, plenty of people don’t like red for a car - even a Ferrari. Ultimately, color is subjective. So, what do you do when considering color options that will represent your business? Start by keeping these tips in mind:

1)  Select a color you can own: Be it red, green or periwinkle, consider a color unique to your industry. Color associations increase brand recognition and build brand equity. A distinctive blue box confirms that it’s no ordinary bauble inside, but a Tiffany bauble. The difference in perception is significant, before the box is even opened, and the gift revealed.

2)  Understand cultural significance: Color connotations vary greatly among disparate cultures. Be aware of variations and both positive and negative associations. For instance, in the United States white symbolizes purity, as in a wedding gown. However, in many Eastern cultures, white connotes death and mourning - a potentially valuable bit of information if you are expanding into Asian markets, or targeting an Asian demographic.

3)  Consistency is king: Whether print, pixel or paint, on paper, screen or fabric, your palette should be consistent. Your logo should appear the same color on your business card as it does on your signage or the embroidery on a uniform. Corporate colors are sacred. Coca Cola red is never Coca Cola reddish-orange.

4)  Understand the impact of technology and production processes: Electronic file formats affect color in different ways. A CMYK .eps file set up for printing does not treat color the same way as an RGB .jpg file intended for onscreen graphics. Variations will also occur between process printing and spot color printing. Coated versus uncoated papers, and even gloss versus dull finishes can completely change the complexion of color. Differences can be significant - and detrimental - if care is not taken.

5) Consider the costs: Mixing a truly unique color from scratch can surely produce one-of-a-kind results. However, the cost of reproducing the color for all applications can become expensive, and custom mixes are often difficult to manage, and more likely to result in errors. Distinctive colors, and color themes, can be had by utilizing commonly available  resources. The Pantone Matching System (or PMS) is the industry standard for printing, and provides a broad spectrum of colors. Resources like Pantone offer economical options that are easy to reproduce consistently.

6) Once you own it, really own it: Protecting a distinctive color is as important as protecting your logo, slogan, or other visual elements of your brand identity. Trademarking your color(s) will shield you from copycats seeking to infringe upon your brand equity. A Color Trademark protects colors used to perform the trademark function of uniquely identifying the commercial origin of products or services. The UPS brown, for instance, dubbed Pullman Brown, was trademarked by the company to prevent competitors from applying it to their branding.

7)  Go with a pro: When developing a corporate color palette, and implementing those colors across your brand, work with a professional graphic designer. A competent designer will be proficient in color theory, and be able to assist you with the complexities and nuance of visual communication - as well as navigate you through production obstacles to ensure accuracy and consistency.

To learn more about what RCS & Nocturnal Design can do for you, click here.

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The Road To Success Isn’t Paved With Free Pancakes

Consumers Seek Comfort And Security In Brands. Offer Them A Hug, And They’ll Return The Love.

Whatever business you’re in - whatever products or services you offer - success boils down to your brand’s ability to bond with consumers. The current economic climate creates unique opportunities - even responsibilities - for businesses to connect with consumers in more meaningful ways. According to Reinier Evers, founder of Trendwatching.com, “There has never been a better time to show you truly care about your customers.” Consumers seek security and comfort in brands. Show people you understand, empathize, and sympathize with what’s happening in their lives and the result can be an indelible bond that creates powerful brand loyalty.

Sincere consumer bonding requires an innovative mix of creativity, imagination, and strategy. Gimmicky publicity stunts may attract fleeting attention, but thoughtfully conceived and intelligently executed branding builds bonds that resonate with lasting effect. Two recent high-profile attempts at consumer bonding illustrate the difference:

Grand-Slam-Flash-In-The-Pan?

Denny’s Corporation took a gimmicky stab at empathizing with consumers during Super Bowl XLIII. In its first ever big game spot the restaurant chain announced that it would give away its signature Grand Slam breakfast from 6 a.m. until 2 p.m. the following Tuesday at all locations in the U.S., Canada and Puerto Rico. Bright and early Tuesday morning eager eaters began waiting an average of 60 minutes for their free eggs, bacon, pancakes, and sausage.

Denny’s won’t reveal specifics, but including the cost of the estimated 1,560,000 free meals, the 30 second spot itself, fees for San Francisco based advertising demigods Goodby, Silverstein & Partners, as well as production overhead, the promotion’s price tag totaled roughly $5 million.

“We had an extraordinary day,” Denny’s CEO Nelson Marchioli beamed when the promotion was over. “We were hoping to reconnect with millions of Americans today, and we did.” Ironically, millions of Americans trying to connect with Dennys.com immediately after the spot aired were greeted with an error message because the company’s web servers were not prepared to handle the overwhelming increase in internet traffic. $5 million must not buy the comprehensive strategy it used to.

By Wednesday, the promotion was finished and it’s equity already waning. While public opinion numbers for Denny’s jumped in the short term, it remains to be seen if the publicity generates lasting consumer loyalty.

Driver’s Safety

As Detroit’s “Big Three” automakers spin their wheels trying to regain traction, South Korean upstart Hyundai has launched a bold initiative to show consumers that a car company can care. Hyundai recently announced the “Buyer’s Assurance Program” which offers to buy back your new Hyundai, at the original price, if you are laid off, lose your job, or otherwise fall upon financial hard times within a year of purchase.

There are of course strings attached, and paragraphs of small print, but the offer is nonetheless striking in its innovative consumer bonding approach. Hyundai acutely realized that what’s keeping people from buying cars now is fear of what might happen later if that new car debt becomes a burden. Rather than offer employee pricing incentives or standard discounts that merely minimize the purchase price, Hyundai is road testing a whole new buyer/seller relationship that radically reduces the risk of ownership. Television commercials promoting the program even end with the comforting tagline, “We’re all in this together”. It’s a bold grab for market share by offering consumers genuine security in a time of uncertainty.

Denny’s and Hyundai demonstrate contrasting and compelling consumer bonding case studies, but for each the long-term results remain to be seen. Fully appreciating the power and potency of consumer bonding requires looking back a little further…

The Gum Bubble

During World War II, the bubble nearly burst for the Wrigley Chewing Gum Company. Wartime rationing resulted in shortages of essential ingredients that threatened to jeopardize the quality of the company’s products. President Philip Wrigley (inventor of the Philip’s-Head screwdriver, for my fellow trivia geeks out there) made a bold move to protect the reputation of his brands. Rather than compromise the quality consumers had come to expect, the company took Wrigley’s Spearmint, Doublemint and Juicy Fruit gums off the civilian market and output smaller quantities exclusively for the U.S. Armed Forces.

To ensure the brands stayed top-of-mind with civilian consumers Wrigley launched the “Remember this Wrapper” ad campaign. Even as the gum wasn’t available the company maintained a strong advertising presence. Colorful print ads promised that the products would return to stores once the G.I.’s returned home - a subtle, but critically hopeful message that the war would indeed end. The campaign communicated that Wrigley was doing it’s part to support the war effort, and in particular, the troops. Profound emotional connections resulted between consumers and, of all things, gum.

After the war, Wrigley was again able to purchase the ingredients used in their recipes, and return their products to market. Though these brands had not been available to consumers for years, they quickly regained and then exceeded their pre-war popularity.

Chew Gum And Succeed At The Same Time

Philip Wrigley faced uncertainties not unlike those confronting modern business owners; scarcity of resources, rising costs, diminishing returns, and uncertain global events. Rather than quit or founder, Wrigley adapted - and succeeded with creativity and imagination. He took innovative steps to keep his company vital during difficult circumstances - without compromising the integrity of its brands. Most of all, he maintained consumer mindshare by keeping those brands ever present through an ingenious advertising and marketing strategy. At a time when Americans were indeed “all in it together”, the Wrigley Chewing Gum Company proved it was right there with them - and created indelible bonds with an entire generation.

Long Lasting Flavor

The Wrigley case study takes a personal twist for me that poignantly illustrates the power of consumer bonding. An enduring childhood memory of mine is that my grandfather loved Wrigley’s Doublemint Gum. His devotion grew from his experience as a combat infantryman in the Pacific during World War II - where for a scared soldier in a far off fetid jungle, each piece of gum was a small, comforting piece of home. Three decades after the war he remained loyal to the brand. He was never without a pack - and he always had a piece for me.

He’s gone now, and it’s been another 30 odd years since I heard him say, “Hey little buddy, want some gum?” Yet every time I see those Wrigley wrappers in the grocery check out line that phrase rings in my head like the words were just spoken, and the memories of those moments with my grandfather echo in my heart as if they’ve just occurred. And, wouldn’t you know it, it always makes me want a piece of Doublemint gum.

Sincerity, Not Syrup

Free pancakes are a tasty gimmick, but genuine empathy builds relevant, enduring bonds. When your brand is dyed into the fabric of people’s lives it will make meaningful emotional connections that foster fierce loyalty - today, through the years, and across generations. That is the power of consumer bonding. It doesn’t matter what business you’re in, or how big you are. All you need is creativity, imagination, and sincerity.

To find out more about Ken and his company, click here.

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Sorry Denny’s But You Missed the Boat

On the surface, giving away a free Grand Slam breakfast to anyone who comes in, might seem like good PR - but it’s not if you’re looking for long term loyalty or goodwill.

Yes they garnered massive media attention with the marketing stunt but this buzz will only last the 60 or so hours surrounding the event. Incremental sales will be up for a few days. Lots of kids skipped school to get a free breakfast and locals are complaining about it in their comments on just about every local online news blog in the country - read this one for example.

So what would have been better?

Charge for the meal and donate all of the proceeds to a great national cause. This would garner more goodwill than a momentary full belly that will go away in less than 24 hours. (See Cause Marketing)

You can’t build guest loyalty with stunts - that’s old marketing thinking. You garner goodwill and loyalty one guest at a time - one guest experience at a time. If your focus is maintained on building better experiences every guest, every table, every day, you will effectively build more loyal guests than any publicity stunt could ever hope to.

There’s no value in free if the goodwill isn’t a long term effect. Sorry, but if I was Denny’s CEO the opportunity cost would have simply been too high to pay for this stunt. Putting the money into coaching staff to deliver better experiences would have been a much better use of the money.

**********Fast Facts on Denny’s Free Grand Slam Giveaway**********

* Denny’s served approximately 2 million Grand Slams across the U.S. An average of 130 Grand Slams were served per restaurant per hour over the eight hour event

* Denny’s doesn’t disclose specific cost information, but including the cost of the food, the Super Bowl spot and other production costs, total cost is roughly $5 million.

* There were approximately 40 million hits on Denny’s website since the Super Bowl giveaway spot aired on Sunday night.

* All restaurants were at capacity during the giveaway. Average wait time for Grand Slams was approximately one hour

* Tables were turned approximately every twenty minutes

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A Few Questions On Brand Extensions

You may be tempted in this economy to start thinking about extending your brand to other places in order to generate more sales. So here are a few questions to ponder before you do.

1. The first thing we do is stop blaming the economy for the failure of our existing revenue streams.
2. Get back to basics and look to see if you can extend your brand in any meaningful way that also makes sense for your business model and position.
3. Stop approaching the situation as a problem to be solved but rather an opportunity to innovate your way into a better business.
4. Realize that technology and accounting schemes will only take you so far. If what you want to do doesn’t add value to your guest experience it won’t work.
5. The action must be able to be folded into your existing marketing strategy. An afternoon tea daypart doesn’t make much sense for a gourmet pizza business, but it does for a coffee-sandwich shop.
6. Ask yourself, “Self, is the ROI of this investment large enough to impact my business long term or is this a short term fix?”
7. What existing resources are at my disposal that can help me realize better economies of scale in the rollout of this action.
8. Will this action help me gain share? Is this strategically viable given my current market conditions?
9. What’s my exit strategy in case this doesn’t work? What’s the downside?
10. Is there pent up demand or unmet need for this action?
11. Have current revenue streams been maximized?

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Cause Marketing

What do you stand for?

Today, restaurants must express their humanity and values in authentic and emotionally compelling ways to reach their guests, employees, partners, communities and other stakeholders.

RCSâ„¢ is recognized for its work on behalf of clients in creating and implementing substantive cause initiatives. We work extensively with corporations and leading nonprofit organizations to develop transformational business and social impacts. We are leaders in establishing such relationships and expertise.

RCSâ„¢ defines Cause Branding as a business strategy that helps an organization stand for a focused social issue(s) aligned with its business to gain significant bottom-line and social impacts while making an emotional and relevant connection with stakeholders. Effective cause branding improves your reputation, enhances guest loyalty, builds employee morale and solidifies relationships with key stakeholders.

Restaurants today are embracing a new set of issues to support based upon where they can have the greatest and most sustainable impact. We believe more and more restaurants will embrace “socially-aligned business initiatives.” These are long-term, multidimensional strategies in which a business commits to a key issue not only to drive social change, but also because the issue they stand for aligns with their business objectives and values.

So, what do you stand for?

Some of the relationships RCSâ„¢ has helped clients establish included:

• The Make-A-Wish Foundation
• The North Carolina Children’s Home Societ
• The Susan G. Komen for the Cure Foundation
• The Children’s Miracle Network

· …and dozens of other local and regional charities and causes nationwide.

2007 Cause Evolution Survey

More than two-thirds of Americans say they consider a company’s business practices when deciding what to buy, according to the 2007 Cone Cause Evolution Survey. The latest study in Cone’s 14 years of Cause Branding and corporate responsibility research indicates an evolution in consumer thinking about the ways businesses interact with society.

Download the 2007 Cause Evolution Survey (PDF, 828 KB)

2004 Corporate Citizenship Study

Operators who want to connect their values with community efforts can look at the latest findings of an 11-year research poll for a solution. The 2004 Cone Corporate Citizenship Study shows that eight in 10 Americans say that corporate support of causes wins their trust in that company, a 21 percent increase since 1997.

Download the 2004 Cone Corporate Citizenship Exec Summary (PDF, 295 KB)

For more information on how Cause Marketing can help you, call us toll free for a free consultation 877.535.2324 or email me at Jeffrey at Restaurant Coaching Solutions dot com.

RCSâ„¢ is itself partnered with the Susan G. Komen For The Cure Foundation and donates a percentage of all its sales to this extremely personal and worthy effort.

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Is Your Restaurant Really Different…or Do You Just THINK It Is?

By Kevin Levi

Can you honestly say that your restaurant stands above the rest (in your area or culinary specialty)? In your heart of hearts you likely believe this is the case, but how can you be sure? I mean, how well do you really know the competition? continue

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Maybe The Best Promotion Ever For Independents

New York does it. So do Philadelphia, San Francisco and Washington, D.C.

Now, so will Cleveland.

The city’s first Cleveland Restaurant Week debuts Sunday, Feb. 24 and will run through March 1. Consumers, and downtown’s economy, could be the winners. The goal: Offer lower-priced meals and parking to lure more people downtown, with the hope they will come back again.

Read the story here.. 

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