Friday, December 11, 2009
Dalton Agency Recognized As A Google Favorite Place
Earlier this week, storefront window stickers bearing the Google Maps logo and QR code were distributed national to the most popular businesses in Google's Local Business Center Database. Now anyone can take a photo of the QR barcode which looks similar to an augmented reality barcode with their enabled smartphones such as iPhone, Android and most BlackBerry handsets. Using the code-scanning application, consumers will be able to scan the code and gain instant access to business information such as maps, reviews, photos, videos, and more. This will also link the business lising to other similar applications such as Yelp! which offers similar branded services.
According to CNET's Relevant Results blog by Tom Krazit, "The company analyzed which local listings were generating the most activity, and declared those to be "Favorite Places on Google," and therefore eligible for the sticker promotion. Shoppers who happen by the store can scan the sticker to bring up the business' Place Page with listing information as well as reviews, photos, and links to sites with more information about the business."
Dalton Agency is the agency of record for such major brands as McDonlad's®, Beall's®, military contractor BAE Systems®, Jacksonville Jaguars®, and medical company Biomet Microfixation®.
Dalton Agency can be found on Twitter as @DaltonAgency.
Sunday, September 6, 2009
Florida Road Rangers: Sponsored By "Smart Company"
The average consumer doesn't notice the punny copy on the billboard as clever writing, they just know that it makes them chuckle. The Average Joe doesn't realize that the color that is used in a print ad was put there to get him to act on impulse and purchase the beer that he is now craving.
Every once in a while an company sees an "out of the box" opportunity to elevate thier brand by offering a community service in a way that touches the fiber of humanity in the individual that is being assisted.
In the beginning of first quarter in 2008, during the major governmental budget cuts, one of the major programs that was threatened from being dissolved completely was the cavalry of FDOT's Road Rangers. This group of good summaritans sole purpose was to patrol all the major road arteries in Florida, especially those that intersected in the tourist capital of the world Orlando, Florida. They were angels on four wheels whos purpose was top you off with gas if you ran out and were stranded, tow you to safety and help you arrange a wrecker, signal emergency with flares and cones, help you change a tire, anything to keep the roads safe in Florida.When city officials decied to dissolve the progam, companies like State Farm Mutual Auto Insurance Co. recognized that this organization fit into their branding and tag line, "Like a good neighbor, State Farm is there." State Farm agreed to sponsor the Florida Road Rangers program for $307,000 in March of 2009 (According to Orlando Business Journal), which was in my opinion a steal for the amount of direct impressions that have already earned. This sponsorship and teaming up with Central Florida Regional Transportation Authority (Lynx) was one of the smartest moves for a brand that I have ever seen. Kudos to you, State Farm, for being there "like a good neighbor," and keeping this cavalry of good Samaritans running.
From a marketing standpoint, this sponsorship has many important pluses going for it. It has the fleet of branded vehicles, patroling, constantly being seen thus creating most likely tens of millions of impressions annually. No media would be able to get you that amount of exposure especially when the 13 trucks in rotation make around 70 service stops daily between the hours of 6:00am - 10:30pm.
It has an experiential component that is also very important, because the person in need is abandoned and has that rescued feeling when the Road Ranger comes stops to help. In that moment, that person is definably experiencing the brand with a sense of rescue. In that very moment, State Farm really is there like a good neighbor.
Wednesday, July 22, 2009
Get to Know Dalton Orlando
Dalton Agency – Orlando (affectionately known as Dalton South) is currently dedicated to the McDonald’s Central Florida Co-op which consists of over 185 stores in nine counties. It’s a lot of ground to cover, but the Dalton Orlando team is doing a great job combining the many facets of effective advertising.
THE STAFF
Account Executive, Marvecia Robinson over sees Community Relations and specializes in target marketing for the Orlando, Jacksonville and Savannah markets. Account Executive Will Kelly manages all Local Store Marketing initiatives including store grand openings, competitive action plans, and local community relations on the store level. McDonald’s Media Director, Sally Cappy is the resident media guru handling all things media in the Orlando, Jacksonville and Savannah markets. Field Marketing Manager, Omarr CantĂș orchestrates external events such as concerts, community and sporting events. The whole Orlando machine is overseen by Senior Account Executive Tracy Daniels who makes sure that Account Service for McDonald’s is a top priority in everything we do. Public Relations point person Allison Garrett handles everything involving PR and also (wo)mans the McDonald’s Store Crisis Hotline, a.k.a. MCD-911.
THE OFFICE
The new office is in Downtown Orlando, right along the old train tracks that built the Central Florida business hub. Matter of fact, the building is actually only about eight feet from those tracks! About five times a day, Dalton South quakes with the flow of creativity, determination, and enthusiasm. Okay, so maybe its just the vibrations from the cargo trains…but you’d never know from the passion of the Dalton Orlando office.
Sunday, June 21, 2009
Beall's Pink Flamigo Day Field Marketing
This weekend's field marketing adventures were filled with a Florida heat wave, gulf coast humidity, and many, many Flamingos. Well sorta, more like the plastic lawn ornaments that scream Americana. This weekend was also an exciting one for me in that I had the opportunity to execute a PR stunt outside of my Central Florida region and for Beall's Retail Stores, a client that I do not typically assist.
PROJECT TRIPLE F - Florida-Flamingo Fun: COMPLETED.
Tuesday, June 9, 2009
Dr Pepper Learns How to Speak a Third Language
Soft Drink's Vida23 Targets Bicultural Youth With Spanglish Effort
By Laurel Wentz
Published: June 08, 2009
NEW YORK (AdAge.com) -- Marketers are trying to appeal to the bicultural lifestyle of a growing number of young Hispanics with programs such as Dr Pepper's Vida23, which taps into Hispanic culture's music and mix of languages.
"They have a broad palette culturally and linguistically," said Alex Lopez Negrete, president-CEO of Lopez Negrete Communications, one of the biggest independent Hispanic agencies. "These kids are living a big, bold life by being bicultural and bilingual."
Mr. Lopez Negrete co-wrote a catchy song in Spanglish with Cucu Diamantes and Andres Levin, founders of fusion band Yerba Buena. The musical track, performed by Ms. Diamantes, helped his agency win the pitch for Dr Pepper's Hispanic business against top Hispanic shops Grupo Gallegos and Vidal Partnership, and is the core of the Vida23 website, music video and spots. (Vida23 refers to life plus the number of flavors in Dr Pepper). Users can download the song and do their own mixes, or turn up at a Vida23 mobile dance club and be snapped by the Pepperazzi.
"One of the challenges is to have a client brave enough to let you mess with the language that way," Mr. Lopez Negrete said.
Dr Pepper is expected to spend between $15 million and $18 million on Hispanic advertising this year.
Mr. Lopez Negrete also co-wrote the song for a 7UP campaign called "Sevenisima." This summer 7Up is running a "7 Dias de Sevenisima" contest. Winners get a week of easy living, with prizes ranging from a family vacation to a house-cleaning service.
Monday, June 8, 2009
Subway's $5 Foot-long Becomes Yardstick for Fast-Food Meal Deals
Chains Fight to Keep Up With Competitor, but Will Consumers Buy It?
By Emily Bryson York Published: June 08, 2009CHICAGO (AdAge.com) -- If fast food has one truism, it's that success breeds imitators.
Subway handily beat its competition last year with the incredibly
popular $5 foot-long promotion. Doing so, it also crystallized the $5
price point as the one to meet or even beat. The sandwich chain closed
the year with double-digit same-store sales increases, and competitors
went back to the drawing board. Subway, which is the nation's largest
restaurant chain, has since made the $5 promotion permanent for a
handful of subs, and occasionally offers all of its sandwiches at $5
for a limited time.
which all of the meal specials are going to judged," said Brand Keys
President Robert Passikoff. "They're looking to expand their lines and
their income streams. Doing that allows them to try and migrate the
brands in different directions, and say, 'We have more than just
fill-in-the-blank.'" The degree to which consumers will accept it, he
added, is a moving target that also hinges on the marketer's ability to
execute.
Subway continues to push $5 sandwiches, but with a lot more company. Domino's launched a $5 toasted sub this winter, Quiznos has a $4 sandwich,
and Kraft has introduced frozen sandwiches under $4 from its DiGiorno
and California Pizza Kitchen brands. Pizza Hut launched a $5 calzone
over Memorial Day weekend. Even McDonald's billboards in New York show
a Big Mac, fries and a drink pointing to a full meal at the critical $5
mark.
In some cases, the competition has gotten nasty. Subway sent Domino's a
cease-and-desist letter in response to an ad from Crispin Porter &
Bogusky that says Domino's beat Subway in a national taste test by a 2-to-1 margin. Domino's president David Brandon then burned the letter in a TV spot.
While Subway claims that the ongoing promotion is sustainable for its
system because of its size and subsequent leverage over vendors, how
long smaller competitors can bear up remains to be seen. Some Quiznos
franchisees have roundly criticized low-price promotions that affect
their margins, but the corporation has said the $4 Torpedo was designed
to boost franchisee profit. In most cases, it's too early to say what
products are getting the most traction.
Friday, June 5, 2009
Will Dwight Howard Be the Next Big Ad Man?
Hoops Star's Success in Playoffs Could Mean Bigger Deals, More Appearances
By Jeremy Mullman Published: June 03, 2009
CHICAGO (AdAge.com) -- Orlando Magic star Dwight Howard has already
repaid Adidas' investment in him by knocking LeBron James out of the
playoffs and thwarting rival Nike's dream of a big-stage showdown between its two biggest hoops endorsers, Mr. James and Kobe Bryant.
"I think we're seeing that transformation now," said Element 79
Management Director Michael Chase, who casts sports stars in Gatorade
ads at the Omnicom Group-owned agency and earlier did the same for Nike
at Wieden & Kennedy. "He's established himself as a dominant
force."
From bit player to leading role?
To this point Mr.
Howard has largely been cast as a bit player -- a lot. In addition to
Adidas, which has featured him, he has endorsement deals with the likes
of McDonald's, Wrigley, T-Mobile, Warner Bros. and DC Comics, the Milk
Processor Education Program ("Got Milk?"), and Coca-Cola's Glaceau.
That's believed to be the largest number of deals for any NBA player,
but marketers often relegate him to a supporting role in their ads.
T-Mobile, for instance, recently ran a spot that showed Mr.
Howard making a cameo as Miami Heat star Dwyane Wade and Charles
Barkley played a basketball video game. Mr. Howard was shown on the
phone, trying to implore the gaming-inept Mr. Barkley not to use his
avatar in the game. McDonald's put him in one ad, and on packaging, as
a means of promoting its Olympic sponsorship (Mr. Howard was on the
U.S. team). And Glaceau has kept him relatively idle, ironically
throwing its focus of late behind a Vitaminwater campaign raising the
specter of a LeBron/Kobe matchup.
Mr. Chase, for one, said he feels that's about to change. He said he
would rank Mr. Howard's endorsement appeal behind that of only two
current NBA players, Mr. Wade and Mr. James, and ahead of the likes of
Mr. Bryant, Kevin Garnett and Chris Paul.
Working in Mr. Howard's favor, he said, is his youth, charisma and character.
As a 23-year-old seemingly still improving, a sponsor could enjoy a
decade or longer of elite on-court performance. Like Shaquille O'Neal
before him, Mr. Howard is the rare NBA 7-footer
who exudes charisma in spades, as he did at last year's Slam Dunk
Contest, when he donned a Superman cape and incorporated amusing props
to enhance his jaw-droppingly athletic dunks. (He also showed grace by
letting his Lilliputian opponent, Nate Robinson, leap over him to win
the title.) And he's also devoutly religious and notably charitable,
which may comfort some marketers squeamish about exposure to the next
Michael Vick (or even the next Mr. Bryant, who lost much of his backing
after a sexual-assault allegation that was ultimately dropped).
What makes Mr. Howard even more attractive to would-be sponsors is the
very large stage on which his coming-out party is playing out. Perhaps
driven by anticipation of a LeBron/Kobe finals, NBA-playoff TV ratings
are up 19% this season. The conference-finals series in which Mr.
Howard's Orlando Magic ousted Mr. James' Cleveland Cavaliers drew 8.6
million total viewers. Further evidence of Mr. Howard's rising profile:
His jersey sales have risen to No. 6 during the playoffs from No. 10
during the season.
The finals between the Magic and Mr. Bryant's Los Angeles Lakers start Thursday on ABC.
Adidas's gamble
Adidas, which has already made Mr.
Howard the centerpiece of an online video site and featured him in TV
creative, naturally feels like it made a pretty good bet when it signed
him out of high school in 2004, shortly after the Magic picked him
first in the NBA draft.
"We hope what he's doing in the playoffs will wake other brands
up," said Ryan Morlan, global director of basketball communications for
Adidas. "He has the performance and he has the personality. You can
market him like a high flier."
Mr. Morlan said Mr. Howard has been Adidas' single most
featured athlete in the past 18 months, and he'll continue to be as the
brand makes him the centerpiece of viral-video and social-media
initiatives during the NBA Finals.
"There's been this forever debate whether a big guy can sell
shoes," Mr. Morlan said, "and we feel Dwight is calling that into
question."
Tuesday, May 26, 2009
Red Bull Cola Has Much More Than Just Kick, Cocaine Found
Germany
- About a year ago, the makers of Red Bull, the famous caffeine-loadedenergy drink, decided to come out with a soda, unsurprisingly named Red Bull Cola. The shared name implied the same big kick. But could the cola's boost supposedly "100% natural" come from something else?
Officials in Germany worry that they've found the answer cocaine. And now they have prohibited the soda's sale in six states across the country and may recommend a nation-wide ban.
"The [Health Institute in the state of North Rhine Westphalia] examined Red Bull Cola in an elaborate chemical process and found traces of cocaine," Bernhard Kuehnle, head of the food safety department at Germany's federal ministry for consumer protection, told the German press. According to this analysis, the 0.13 micrograms of cocaine per can of the drink does not pose a serious health threat you'd have to drink 12,000 liters of Red Bull Cola for negative affectsto be felt but it was enough to cause concern.
Kuehnle's agency is due to give its final verdict on Wednesday when experts publish their report.
Red Bull has always been upfront about the recipe for its new cola. Its website boasts colorful pictures of coca, cardamom and Kola nuts, along with other key "natural" ingredients. The company insists, however, that coca leaves are used as a flavoring agent only after removing the illegal cocaine alkaloid.
"De-cocainized extract of coca leaf is used worldwide in foods as a natural flavoring," said a Red Bull spokesman in response to the German government's announcement. Though the cocaine alkaloid is one of 10 alkaloids in coca leaves and represents only 0.8% of the chemical make-up of the plant, it's removal is mandated by international anti-narcotics agencies when used outside the Andean region.
In Germany, the Red Bull spokesman insisted that his company's product, along with others containing the coca leaf extract are considered safe in Europe and the U.S. And already, some experts have come to Red Bull's defense.
But no one knows where Red Bull Cola's coca leaves come from or where they are processed. Red Bull did not respond to immediate requests for comment and Rauch Trading AG, the Austria-based food company that actually manufactures Red Bull Cola was quick to say that they are not allowed to speak about the product.
Thursday, May 21, 2009
Dwight Howard Eats a Double Double to Beat Cavaliers!
The following was taken from ESPN.com columnist Chris Sheridan's article, "Game 1: Stunning Comeback Sinks Cavaliers," about the amazing 107-106 Orlando Magic Eastern Conference Finals Win: But we started this column by asking about fuel, which is why it was so amusing to hear Rafer Alston pop into the locker room afterward and pronounce to anyone who was listening: "It was the McDonald's! Dwight's McDonald's and Hedo's pizza."
Full Article:
By Chris Sheridan
ESPN.com
(Archive)
CLEVELAND -- Brace yourselves, Cavs fans, because this little factoid is going to make Wednesday night's loss hurt even a little more.
| Playoff schedule |
|---|
| WEST FINALS Los Angeles 1, Denver 0 Game 2: Thu., 9 ET, LAL EAST FINALS Orlando 1, Cleveland 0 Game 2: Fri., 8:30 ET, CLE |
We'd like to give all the credit to coach Stan Van Gundy, who kept telling his team to keep fighting and to stop fawning, not to quit, to keep cutting into the lead and to induce a little panic. And certainly, that credit is deserved.
But we started this column by asking about fuel, which is why it was so amusing to hear Rafer Alston pop into the locker room afterward and pronounce to anyone who was listening: "It was the McDonald's! Dwight's McDonald's and Hedo's pizza."
Turns out Howard got himself ready for Game 1 of the Eastern Conference finals by downing two quarter pounders with cheese, large fries and a Sprite, while Turkoglu went all non-Turk, keeping the yogurt and the olives off his pizza, downing a plain cheese pie.
"Imagine what some vegetables might have done for you?" Howard was asked.
"That physique look like it needs vegetables?" Alston interjected, prompting one side of the Magic locker room to burst into laughter.
For some of you, this is one of those mornings when you begin kicking yourself shortly after you wake up. You check the previous night's scores, you remind yourself that Mo Williams had ended the first half with what appeared to be a 67-foot dagger, and then you scratch your head and wonder two things: How the hell did that happen? And why the heck didn't I stick it out to the end?
The Cavaliers were asking themselves a variation of that latter question at the conclusion of a topsy-turvy night, an evening when Orlando steadily rallied back from a 16-point deficit and got a clutch 3-pointer from Rashard Lewis with 14.7 seconds left to defeat the Cavs 107-106 in Game 1 of the Eastern Conference finals.
Stunning point No. 1: The Magic overcame a 49-point performance from LeBron James.
Stunning point No. 2: The Magic won despite making only three 3-pointers over the first three quarters.
Stunning point No. 3: Junk food wasn't the only thing they got a mouthful of.
"He [Van Gundy] told us we all look like witnesses," Howard said of his coach's halftime speech, "and we can't have that. That really motivated us, because he said y'all are out there just watching [James] dunk, and that brought some fire out of us."
But while Van Gundy did some screaming, he also did some pleading and prodding, repeatedly telling his team that Cleveland might not respond well to a nip-and-tuck game given the fact that they had steamrolled through the first two rounds of the playoffs, winning every game by double-digit margins, and could turn a tad uptight if things got a little too tight.
And he couldn't have been more right.
"The one thing about our team, and it's been pretty consistent all year, but this is a resilient basketball team. This team will keep playing," Van Gundy said. "All I was talking about was getting our heads right, gather ourselves, and try to do it possession by possession. I said we're not going to get it all back in six minutes, but let's get it to 10, get it to six, get it to two and put pressure on; then we got the lead. The players did a very good job of that, keeping their heads and staying in the game."
Howard led Orlando with 30 points and 13 rebounds, but he was on the bench for the game-winning shot after drawing his sixth foul with 25.6 seconds left.
Funny thing, though (at least it seemed funny to Howard and Lewis, because they joked about it afterward), was that Lewis turned to Howard as the play was about to begin and winked three times, signaling he was going to go for the win with a 3-pointer.
And that's what happened, Lewis receiving the pass from Turkoglu for the last of his 14 assists and burying the shot from the corner. Orlando then played tight defense, forcing a jump ball with one second left that ended with Williams missing an off-balance jumper at the buzzer.
"It definitely hurt, but we've got to adjust. I've said it before: A series is not won or lost in one game," said James, who cramped up after the game and took several minutes to exit the court. "I'm not hurt. If you've ever caught a cramp, your body will tell you when you're ready to move. I just have to stay better hydrated over the next two days."
"Dwight played great," James said, "But Lewis was the X factor for them."
So was Turkoglu, who took over the ballhandling chores for most of the fourth quarter, fought off the Cavs' blitzing traps and passed for seven of his 14 assists in the final quarter.
Turkoglu said point guard (or point forward) was a position he had been learning since he was a 12-year-old, his coaches in Turkey telling him that his combination of size, sight lines and skills could make him a dominant ballhandler in the Magic Johnson mold.
That was the way he played in Game 7 against Boston, and as in that game -- although not to the same momentum-shifting degree -- once Turkoglu got rolling, the rest of the team followed.
As for Howard, he was an entirely different player in the low post without having to deal with the heft and bulk of Celtics center Kendrick Perkins as he had in the previous series, and being just a foot or two closer to the basket when he got into position to shoot made all the difference (of his 20 shots, he made 14).
James did his thing (49 points, 20-of-30 shooting, 8 assists, 6 rebounds), but the Cavs didn't do their team thing in the second half nearly as well as they did in the first, reverting to the standstill offense that has so often doomed their fluidity, giving James the ball at the top and spreading the floor while waiting for him to shoot or create.
By the end, what at halftime had been a euphoric arena had turned into an island of disgust.
Lately, they aren't used to losing around here (let's not forget that 39-2 regular-season record), and the anger fans were feeling was palpable as the sellout crowd filed out of the building. The night began with the collective thought, "When exactly are the Lakers coming to town?" But that had been replaced shortly before midnight by the simplistic, "How the heck did that happen?"
Adversity, welcome to Cleveland. Or perhaps we should say welcome back.
"[Adversity] is always good. Nobody said it was going to be easy," James said. "It's one game, and if we just look at it as one game, we'll be fine. If we think the world is coming down on our heads, we're going to lose pretty bad."
For now, we'll put this one down as a bad loss -- a bad loss to a team whose nutritionist was either named Chuck E. Cheese or Ronald McDonald.
Apologies, Cavs fans, if that makes it hurt even more. But there comes a time when every champion has to bounce back from something bad, and now the onus is on the Cavs -- if they are truly championship material -- to prove that's something they're capable of.
Chris Sheridan covers the NBA for ESPN Insider. To e-mail Sheridan, click here.
Thursday, May 14, 2009
Cheerios Battles FDA on Ad Campaign Claims
With Cheerios, Has FDA Bitten Off More Than It Could Chew?
Changing Ad Claims Would Cost General Mills Millions, but Experts Say FDA Is Attacking a Consumer Favorite
By Emily Bryson York and Rich Thomaselli - Ad Age
Published: May 13, 2009
CHICAGO (AdAge.com) -- The Food and Drug Administration is going after a claim that has been the center of Cheerios' marketing campaign for two years -- and backed with tens of millions of dollars in spending -- but in the end, it could be the FDA that loses.
The agency warned General Mills of "serious violations" arising from Cheerios' cholesterol-reduction claims. In its letter to General Mills last week, the FDA pointed to the claim that eating Cheerios can lower cholesterol 4% in six weeks. The FDA's stance might not only have immediate financial and marketing implications for General Mills, but could also result in a ripple effect for other marketers mulling specific health claims.
Big G wouldn't discuss the letter beyond a statement that indicates it will fight. "The scientific body of evidence supporting the heart health claim was the basis for FDA's approval of the heart health claim, and the clinical study supporting Cheerios' cholesterol-lowering benefit is very strong," Mr. Forsythe said. "We look forward to discussing this with FDA and to reaching a resolution."
But so far, public sentiment is on the cereal's side. Cheerios is one of the most beloved brands in the entire food industry -- and among the most trusted. Noted one health-care ad executive: "They're messing with a brand that parents put on their kids' high chairs."
'FDA got it wrong'
"It think the FDA got it wrong on this one," supermarket expert Phil Lempert said. He pointed to the inevitable chest pounding associated with a new administration and FDA leadership. "To go after a major brand like Cheerios is [for] headlines that say to everybody 'We're doing our job,'" Mr. Lempert said.
The company is currently working with the FDA to assess what changes need to be made to packaging. However, it's too soon to determine what those changes will be. Mr. Lempert said any changes are likely to cost General Mills "millions and million of dollars." Packaging is, of course, the most expensive component of most food products, and redesigns are expensive, even if product doesn't have to be pulled from shelves. It's also likely the ads would have to be retooled should the FDA prevail, though it's possible only the 4% figure could be fudged in the campaign. General Mills' agencies include Saatchi & Saatchi, New York, and Campbell Mithun, Minneapolis.
Even if the company is forced to scrap the claim, Lynn Dornblaser, director of consumer package goods insight at Mintel, a global consumer, market and product research firm, said it's not like consumers will change their minds about Cheerios or forget the messages they've seen in recent years. "They've gotten the message out already," she said. "The specific language has done what it needs to do." After all, Ms. Dornblaser noted, such an FDA complaint is not going to convince consumers that whole grains are bad for them. And changes to packaging, including specific health claims, may capture consumer interest for awhile, but after that, Ms. Dornblaser said, "it becomes wallpaper."
King of the cereal aisle
Indeed, Cheerios brands rule the cereal aisle. According to Information Resources Inc., a Chicago-based market-research firm, the yellow-box classic rang up $323 million in grocery sales for the 52 weeks ended April 19. It's now running behind Honey Nut Cheerios, with $332 million. All told, sales for the Cheerios franchise, including Honey Nut, Multigrain and fruit-flavored Cheerios, totaled $695 million over the same period. IRI data does not include Wal-Mart or club stores.
| |
| This splashscreen appeared on Cheerios.com. |
General Mills began making the 4% cholesterol-reduction claim associated with Cheerios two years ago. During that time, according to TNS Media Intelligence, the brand has spent about $89 million in measured media. Yellow-box Cheerios has grown share in recent years, but not considerably. According to IRI, Cheerios rang up $301 million in retail sales in 2004, with 4.75% of cereal sales, compared to 4.89% presently.
The FDA has appeared more active on the food front of late. In April, it announced that it had warned -- and promptly settled with -- Kellogg Frosted Mini-Wheats. The brand asserted in its marketing that the product enabled children to be 20% more attentive than those who hadn't eaten breakfast.
Bruce Silverglade, legal director of the Washington-based Center for Science in the Public Interest, said claims such as Cheerios' 4% message have been prohibited since 1993, as part of the Nutrition Labeling and Education Act. Now, he said, the new administration is sending a message that enforcement will be tougher. "They're signaling the rest of the industry that the agency is not going to let a big market leader get away with it and won't let anybody else get away, either," he said.
Dissent within FDA?
Still, it seems there is some dissent about this warning even inside the FDA. Peter Pitts, a former FDA associate commissioner, said he spoke to two senior FDA officials who said they had not seen the warning letter until it became public. The letter originated from the FDA's Minneapolis field office. "They did not know, they were upset and said this was a field office that was freelancing," said Mr. Pitts, now director-global health care, Porter Novelli. "That being said, what upset FDA most about this is it makes them look foolish."
In an e-mail, an agency spokeswoman said that FDA "warning letters speak for themselves," and declined to comment further.
Monday, May 11, 2009
New McCafes brew advertising battle with Starbucks
McDonald's goes cup to cup with Starbucks for a big pot of the coffee profits
- By Josh Salman
- Story updated at 7:47 AM on Friday, May. 8, 2009
Edgar Aroutiounian considers himself a coffee-holic.
The Jacksonville man goes out for a cup of Joe about 10 times each week, spending $3 per cup.
With money tight, Aroutiounian cut many aspects of his spending including going out to eat and to the movies. But he said things need to get very bad before he cuts his daily dose of coffee.
“It’s a good, cheap stimulant,” Aroutiounian said. “I don’t really spend money on too much else.”
More than 50 percent of all American adults drink at least one cup of coffee daily with 18 percent drinking gourmet brews, according to the National Coffee Association.
And now fast food chains want a piece of the pie, targeting coffee drinkers like Aroutiounian who regularly visit Starbucks.
McDonald's recently launched a new brand of specialty coffees, attaching its “Mc” prefix to all of the beverages. The McCafe is a line of cappuccinos, espressos and lattes.
The McDonald's corporation has been gradually adding the coffees to restaurants in specific markets for the past year, and Wednesday the drinks were incorporated into menus nationwide.
And the release came with a hefty advertising campaign.
McDonalds wouldn’t disclose how much it is spending on marketing for the coffee, but the chain doesn't skimp on advertising. Last year, the restaurant shelled out $825 million in U.S. advertising, more than double the No. 2 fast-food advertiser Subway, according to TNS Media Intelligence.
The coffees are McDonald's largest product launch since the restaurant announced it was serving breakfast in the 1970s, and the advertising is beginning to reflect it.
“Throughout Northeast Florida we’ve been doing a lot of grass-roots efforts,” said Allison Garrett, McDonald's spokeswoman. “A lot of our work has been in public relations until this point, and our national campaign began May 1.”
Billboards along Florida highways picture the specialty drinks with the sayings “McCreamy,” “McDreamy” and “McSteamy” a play on characters from the popular TV show “Grey’s Anatomy.”
McDonald's has multiple TV ads playing on the McCafe branding, one spotting the phrase “McCafe your day.”
The chain took it a step further with a direct attack at Starbucks, releasing billboards and bus ads that read “4 bucks is dumb.” However, most of these displays have already been taken down.
Starbucks fired right back.
The Seattle-based company, often referred to as the coffee king, unveiled a full-page ad in Sunday’s New York Times. Starbucks is focusing on newspaper and magazine ads to drive home the point of quality rather than price.
The campaign may gain importance with Starbucks struggling as of late. The coffee shop plans to cut 200 under-preforming U.S. stores and 6,000 jobs by the end of its fiscal year at the end of September.
One new ad reads: “Beware of a cheaper cup of coffee. It comes with a price.”
The average McCafe drink is about 65 cents cheaper than Starbucks.
“A lot of people moving in [to the coffee industry] are talking about price points,” said Starbucks spokeswoman Bridget Baker. “We are about value and how the coffee is made and served. We think the customers that come to Starbucks everyday share those same values.”
Starbucks seems to be winning, with coffee drinkers in Northeast Florida.
Aroutiounian said he spends his $30-a-week coffee budget on Starbucks.
For him, it’s not just about the coffee but the atmosphere as well.
“I also like to go to Starbucks and socialize with friends while I drink my coffee,” Aroutiounian said. “You can’t really do that at McDonald's.”
Mike Swanhart also prefers Starbucks.
The 30-year-old Jacksonville resident has cut back on his coffee drinking with the economy in a hard place, but he still goes out three times a week.
“I don’t know what they put in it,” Swanhart said, referring to Starbucks' blends. “I was pleasantly surprised with McDonald's new coffee, but I still prefer Starbucks.”
But the McDonald's ads have caught the attention of some.
Tony Russo said he’s never had the new McCafes, but he can’t wait to try.
“From the commercials, it looks really delicious and refreshing,” he said while sipping from a Grande Cafe Mocha at the Starbucks on Riverside. “I’m looking forward to trying it soon.”
Thursday, May 7, 2009
KFC Promotion Sparks Civil Rights Style Protest
Oprah's KFC free-for-all sparks civil rights
era-style protest. Wonderful.
May 6, 2009, 07:10 PM | EW.com - by Christine Spines
Categories: Food and Drink, Oprah Winfrey
Earlier today, a hungry mob of New Yorkers (the millennial generation's version of an angry mob) staged a '60s-style sit-in at a Manhattan KFC restaurant. Why? They were protesting the store manager's refusal to honor coupons for the fast food chain's new grilled chicken courtesy of the karma-grubbing cultural icon Oprah Winfrey. Funny and absurd, sure. But I can't help but see this kerfuffle as evidence of either the beginning of the end of all that's good in the world or (pause for sip of Obama-flavored Kool-Aid) the return of power-to-the-people engagement.
The obvious response is to look at the entitlement of those free-chicken seekers as crass and pathetic. I mean, how could any fast food really be worth generating a storm of righteous indignation? And what about that Scrooge-like, power-crazed KFC store manager, who allegedly refused to play along and serve up the finger lickin' goodness to which anyone with an Internet connection is entitled. These are tough times and cheap thrills are hard to come by, much less free ones. That's tough medicine.
But how is it that chicken inspires the kind of politicized grass-roots action that hardly anybody mustered in the face of nonstop indignities (stuff like White House-approved torture, corporate corruption, and the demise of newsprint)? Does this mean that we're still capable of getting mad as hell and not taking it anymore? Or does it mean that nobody can be bothered unless it involves a free lunch? What's your take on what this means for the future of humanity -- or the power of Oprah -- PopWatchers?
Thursday, April 23, 2009
McDonald's Angus Burger: Upgrading America's Burger
McDonald's Rolls Out $4 Burger: Why?
With the nation in its deepest recession in decades, why would McDonald's pick this moment to launch a $4 burger?
You may have noticed the signs that just went up on some McDonald's drive-through menus: The new Angus burger. It weighs one-third of a pound. It costs four bucks.
In its first-quarter earnings conference call this morning, the company did not say it is rolling out the Angus nationwide, but it did not say it isn't. The company was cagey.
Still, they're starting to pop up -- The Ticker saw the Angus on a menu last Saturday, at a McDonald's on the road from Washington to Morgantown, W.Va.
An upscale product in this climate? What could the company be thinking?
McDonald's has been more than recession-proof. Indeed, the company's current slogan, "I'm lovin' it!" could be amended to read, "The recession -- I'm lovin' it!"
Last year, McDonald's was one of only a handful of publicly traded companies to show a stock gain on the year.
Today's earnings showed a 4 percent gain in net income for the first quarter, a number that would have been higher had the strong dollar not eaten into sales overseas, where McDonald's gets two-thirds of its revenue.
Analysts say McDonald's -- like Wal-Mart, Dollar General and other discounters -- has benefited from a "trade-down" phenomenon during the recession, as cash-strapped Americans stop eating out at Chili's and start eating out at McDonald's.
So why monkey with success? Why roll out a burger that puts your price-point in-line with Fuddrucker's, Red Robin and other high-end burger joints?
McDonald's has been testing the burger at some restaurants since 2007, franchisees report. The company created this site to promote it.
The Ticker called Stifel Nicolaus vice president Steve West, who covers McDonald's and who actually flew to L.A. a couple of years ago to taste-test the Angus, and reports that it's a good burger.
He had a good answer to the "why?" question, but not the "why now?" question.
Nicolaus said that the McDonald's menu has been upgraded over the past few years everywhere across the board -- chicken strips were added to the McNuggets, real salads were added, breakfasts were expanded, sweet tea was added.
Everywhere, that is, except for burgers.
"McDonald's has not had a good burger upgrade in years," West said. Note he said "good," which clearly does not include the ill-fated McDLT, which came packed in enough styrofoam to wreck two ecosystems.
West pointed out that McDonald's has lagged behind rivals such as Burger King, which has its own Angus, in the upscale-burger market. But that's understandable, he said, because McDonald's has identified four areas where it wants to "win:" breakfast, beverages, chicken and drive-through.
Note that "burgers" is not on that list. For many consumers, a fast-food burger is probably a commodity, unless it's got a little upscale to it.
As for why now, "I'm with you. I don't know why now," he said.
West even pointed out some potential stumbling blocks to the Angus roll-out: The company already is in the middle of an expensive launch, the McCafe gourmet coffee project, which is aimed squarely at Starbucks and Caribou Coffee.
Further, he said, adding a new one-third burger adds "much more complexity to the system," he said. "You have more SKUs [stock-keeping units], more stuff in the freezer, more stuff to track."
So we called Hudson Riehle, vice president of research for the National Restaurant Association, who provided one possible answer to the "why now?" question. And it's a counter-intuitive answer, at that.
Riehle said his group's research shows that in recessions, higher-income families that never would have gone to a quick-service restaurant such as McDonalds's are attracted to premium-priced products -- such as a $4 burger.
In other words, McDonald's may actually get new customers with a $4 burger from burger snobs who would never touch a Big Mac but, in this tight-money times, don't feel like dropping $7 for a gourmet burger elsewhere.
"Premium products at quick-service establishments is definitely a trend of the future," Riehle said.
We shall see. Despite its galactic success in just about everything else over the past 50 years, McDonald's does not have a good track record when it tries to fancy-up its burgers. We'll see if this Angus has legs.
STARBUCKS Launches 2D Barcode Through SMS Marketing
A Loyalty Program Worth Drinking To
Posted by michael on Apr 22, 2009 in Mobile Marketing
Be good to Starbucks and Starbucks will be good to you.
Generally speaking, that’s the theme with the coffee giant these days, as they continue to push a “loyalty program” based on 2D bar-code coupons deployed via SMS.
Starbucks has teamed with Codilink, a firm specializing in digital loyalty programs, to introduce the campaign in Guadalajara and San Luis Potosi, Mexico.
Based on its preliminary success ( a 60 percent mobile coupon redemption rate) we will likely see the expansion of the loyalty program soon and to a powerful extent.
As you might expect, here’s how it works. Consumers are urged to text keyword STARBUCKS to short code 80080 to get a WAP link to download a buy-one-get-one-free 2D bar code mobile coupon.
As part of its loyalty program for existing customers, Starbucks is displaying in-store signage with a mobile call-to-action: text keyword VENTI to short code 80080 to opt in to receive various discounts and offers for coffee-size upgrades.
According to the company, it won’t be long before every Starbucks in North America is equipped with 2D bar code recognition software so that employees can read the mobile coupon directly from consumers’ mobile phones at the point of sale.
Starbucks just went from a “tall” to a “venti” on my coolness meter.
Wednesday, April 22, 2009
CEO's and Twitter: What they try to achieve through this medium
The Rise of the C-Tweet
Points to Consider for Twitter-Friendly CEOs and CMOs
by Jonathan Paisner
Published: April 21, 2009
Social media has obviously given voice to employees in ways that never existed before. Early corporate bloggers were often brand enthusiasts themselves and tended to "get" the brand a gut level; soon enough, voice and tone guidelines became more actively put in play to govern blog writing. But Twitter is different. The nature of the medium encourages users to transmit an interchangeable mix of musings about life, work, daily observations and whatever else. Employees on Twitter are either designated brand ambassadors or simply have personal accounts -- and these lines of distinction help offer guidance. But that line grays with the advent of the "C-Tweet." C-level execs are part-lead ambassador, part-celebrity. Twitter accounts can build a cult of personality and extend a dynamic that has long existed for top CEOs into a broader set of C-level executives.
Zappos CEO Tony Hseih has come to be considered the gold standard for CEO tweeting, thanks to a comfortable style that leverages both the brand he helped create and his own personal voice.
Among C-level execs, Twitter holds an allure as a seemingly simple vehicle to communicate thought leadership while staying connected to the market. Yet a daily supply of profundities in 140-character increments is a lot harder to pull off than it sounds. One natural obstacle blogs offered was the demand to actually have to write. Twitter is much less intimidating -- and the immediacy and ostensible intimacy of the platform may suggest that it is perfectly alright for executives to say things ranging from "Wow that was a delicious hamburger! Jalapenos, yum" to "Holding firm in my negotiations with Yahoo right now." And herein lies the greatest challenge of the C-Tweet: Where does the voice of the brand end and the voice of the individual begin?
Notable tweeting CMOs include Jeffrey Hayzlett of Kodak (@jeffreyhayzlett) and Barry Judge of Best Buy (@BestBuyCMO) -- each of whom ties his account closely to his brand. And each interprets the boundaries between the personal voice and the voice of the brand a bit differently. Of course, each brand has different social-media agendas that these executives are trying to push forward -- with variables ranging from the brands themselves and the strategic objectives to the audiences they serve (and aim to serve) and the styles of these individuals. Is there a blueprint for doing this right?
Tony Hsieh (@zappos), Zappos CEO, has come to be considered the gold standard for CEO tweeting, thanks to a comfortable style that leverages both the brand he helped create and his own personal voice. And he has gained a reputation for responsiveness and accessibility via Twitter that has come to epitomize the entire Zappos aesthetic. Padmasree Warrior (@padmasree), Cisco CTO, has also built a successful account on Twitter, finding that balance between business and personal that offers some good, relevant insight into the Cisco brand while putting a very human voice on a heretofore more removed role. While Hsieh's efforts are overtly endorsed by the Zappos brand, Warrior's does not carry the official endorsement of the Cisco brand.
As we see more such accounts in the rise of the C-Tweet, three things to think about:
1.The objective
An executive's objectives for a Twitter account are likely a mix of the brand's interest and self-interest. A simple rule of thumb here: If it is conspicuously endorsed by the brand (via the account name or use of the logo, for example), then the objectives should directly align with the vision and mission of the brand. If the brand is merely a description of the executive's occupation, there is more room for flexibility. And, with an endorsed account in particular, have a discussion with internal counsel to set up some basic legal guardrails before you jump in.
2. The commitment
Twitter is a hungry beast. If you're truly in it, you've got to tweet. Conventional wisdom seems to have it at somewhere between five to 10 tweets per day as the minimum for an active account with a healthy following. Generating 30 to 50 compelling, pithy statements (or links or retweets) each week may sound simple, but it can easily turn into a chore. Carve out time in the day to address this need -- to feed the beast without turning this into a distraction.
3. The exit strategy
Admittedly, this is a tough one -- considering the lifespan of Twitter itself and the questions that may exist around its own future. At the end of the day, an executive's account will be more of a reflection on him or her than it is on the brand. Executive impermanence is a fact of life -- and while creating deeper connections between a brand and its key executives can have tremendous value for partners, customers, analysts, employees and investors, an executive's inevitable departure along with several hundred thousand Twitter followers is likely to sting a bit. A strong Twitter following is becoming a brand asset -- and succession planning for the future of this asset is an important consideration. It may be worthwhile to try to mirror an executive's Twitter following within a more overtly corporate account. Or perhaps encourage junior executives to build their own followings, assuming this does not conflict with the points above.
Twitter is yet another example of where brands have to accept a loss of control. In this case, it is not about putting the brand in the hands of the market but in the hands of the people for whom the brand is their livelihood. A certain amount of letting go is a necessity. We will undoubtedly see a few missteps in C-tweets, and we'll learn and move on. Ultimately, the medium may change but basics of branding still apply -- both for the brands themselves and for their executive stewards: Be true, be relevant, be transparent, respect your brand and your customers, don't make a promise you can't keep.
~ ~ ~
Jonathan Paisner is brand director at CoreBrand. He works with Fortune 500 clients in areas of brand architecture, strategic alliances and brand messaging. CoreBrand clients have included Cisco Systems, AT&T, Internet2, ADP, TV Guide, American Century Investments and BearingPoint.
Tuesday, April 21, 2009
Understanding Marketing: Through A Sexual Means...
Understanding Marketing
From Jokes-O-Matic.com
You see a fabulous girl/guy at a party. You approach them and say, "I’m fantastic in bed."
That’s Direct Marketing.
You’re at a party with a bunch of friends and see a fabulous girl/guy. You have one of your friends approach them, point at you and say, "She’s/He’s fantastic in bed."
That’s Advertising.
You see a fabulous girl/guy at a party. You approach them to get their telephone number. The next day you call and say, "Hi, I’m fantastic in bed."
That’s Telemarketing.
You’re at a party and see a fabulous girl/guy. You get up, straighten your clothes, walk up and pour them a drink. You open the door, pick up their bag after it drops, offer them a ride, and then say, "By the way, I’m fantastic in bed."
That’s Public Relations.
You’re at a party and see a fabulous girl/guy. They walk up to you and say, "I hear you’re fantastic in bed."
That’s Brand Recognition.
Tuesday, April 14, 2009
Burger King Finally Gets Snubbed For Edgey Ads
BK to Revise Ad After Complaints From
Mexican Official
Diplomat Says Spot for Texican Whopper Offends Citizens, Flag
By Rupal Parekh and Emily Bryson York
Published: April 14, 2009
NEW YORK (AdAge.com) -- Controversy bubbling up from Burger King's Whopper advertising has finally gotten a little too hot for the marketer.
The fast feeder has agreed to revise a campaign created by Crispin Porter & Bogusky and airing in Europe for the Texican Whopper, after a Mexican diplomat called it offensive to Mexicans and damaging to the country's image.
The 30-second spot and print ads feature an American cowboy alongside a small lucha libre wrestler donning a cape that resembles the Mexican flag. Blogger Laura Martinez, who contributes to Ad Age's Big Tent, criticized the spot on her own blog.
The work is part of a European push for Burger King's Texican Whopper -- a twist on the chain's classic Whopper sandwich that's only available abroad. (In case you were wondering what it is: a flame-grilled patty topped with chili con carne, spicy jalapenos, onion, crispy lettuce and Cajun mayonnaise, all on a sesame-seed bun. A double Whopper with two patties is also available, as are Texican onion rings, which are like the standard ones but served with a spicy Mexican salsa.)
According to media reports in Mexico, Ambassador Jorge Zermeno penned a letter to Burger King's Spanish operations stating the "advertisement denigrates the image of our country and uses improperly Mexico's national flag." He noted that Mexico has strict laws barring the defamation of the flag.
BK: Revision coming ASAP
"Burger King Corp. values and respects all of its guests as well as the countries and communities we serve," a Burger King spokeswoman said in a statement. "With regard to the Texican Whopper advertisement shown in Spain and the United Kingdom, it was our intention to promote a product whose culinary origin lies in both the American and Mexican cultures, and was meant to appeal to those who enjoy the flavors and ingredients that each country offers." She added that revised creative will be on air "as soon as commercially possible."
Representatives for Crispin, which handles the chain's advertising in the U.S., and in certain global markets such as the U.K., Germany and Spain, declined to comment.
If any agency is accustomed to controversy it's Crispin, and particularly when it comes to its Burger King client (just last week it angered advocacy groups over a "SpongeBob" BK commercial), so the vow to revise the Texican Whopper creative work is an unusual move.
Signature style
Burger King's contentious marketing has become a signature of its brand, and in some cases has helped boost the fast feeder's sales.
"Whopper Freakout" was a series of documentary-style ads and accompanying web video in which Burger King workers told consumers the Whopper had been discontinued. The ads drove buzz and resulted in a double-digit sales increase for the sandwich in late 2007 and early 2008.
Another campaign last December, christened "Whopper Virgins," met with more resistance though, and seemed to have less of an impact on sales and positive buzz for the brand.
Local issues in global society
The larger issue debated by those in ad circles revolves around just how local "local executions" of global campaigns really are in an increasingly globalized society, particularly in cases when the work is deemed offensive.
One year ago an ad for Absolut vodka created by TBWA provoked the ire of American bloggers, after a print ad that ran only in Mexico as part of the international "In an Absolut World" campaign inflamed U.S. anti-immigration factions, detonated racist comments and called for a boycott of the vodka. The campaign was later pulled.
Thursday, April 2, 2009
Tropicana Line's Sales Plunge 20% Post-Rebranding - Advertising Age - News
OJ Rivals Posted Double-Digit Increases as Pure Premium Plummeted
By Natalie Zmuda
Published: April 02, 2009
NEW YORK (AdAge.com) -- Tropicana's rebranding debacle did more than create a customer-relations fiasco. It hit the brand in the wallet.
The new Tropicana Pure Premium packaging (right) had been on the market less than two months before the company scrapped the redesign.
The new Tropicana Pure Premium packaging (right) had been on the market less than two months before the company scrapped the redesign.
After its package redesign, sales of the Tropicana Pure Premium line plummeted 20% between Jan. 1 and Feb. 22, costing the brand tens of millions of dollars. On Feb. 23, the company announced it would bow to consumer demand and scrap the new packaging, designed by Peter Arnell. It had been on the market less than two months.
A swift reversal
Now that the numbers are out, it's clear why PepsiCo's Tropicana moved as fast as it did. According to Information Resources Inc., unit sales dropped 20%, while dollar sales decreased 19%, or roughly $33 million, to $137 million between Jan. 1 and Feb. 22. Moreover, several of Tropicana's competitors appear to have benefited from the misstep, notably Minute Maid, Florida's Natural and Tree Ripe. Varieties within each of those brands posted double-digit unit sales increases during the period. Private-label products also saw an increase during the period, in keeping with broader trends in the food and beverage space.
Image
Watch Peter Arnell Explain His Failed Tropicana Package Design
The entire refrigerated-orange-juice category posted flat unit sales and a 5% decline in dollar sales during the period. As the leader in the category, it makes little sense that Tropicana Pure Premium would see such a drastic sales decline while the category remained relatively flat, industry experts said. Through Feb. 22, Tropicana Pure Premium accounted for about a third of sales in the refrigerated-orange-juice category.
Tropicana: no connection
A spokeswoman for Tropicana in an e-mail said, "No dots to connect here." The company did not respond to further requests for comment.
"It surprises me that their performance is so different from the rest of the category," said Gary Hemphill, managing director-chief operating officer at Beverage Marketing Corp. "It's a little tough to draw conclusions over such a short period of time. But I would say that's unusual."
Mr. Hemphill said typically when a beverage brand undergoes a rebranding it signals increased marketing expenditures and leads to improved performance, at least in the short term. "It gets people to look at the brand again and brings some kind of news and excitement around the brand," he added.
Tropicana had certainly sought to create excitement around the Pure Premium rebrand, announcing Jan. 8 a "historic integrated-marketing and advertising campaign ... designed to reinforce the brand and product attributes, rejuvenate the category and help consumers rediscover the health benefits they get from drinking America's iconic orange-juice brand."
'Black eye'
Beverage experts were hard pressed to think of another major brand that had pulled the plug on such a sweeping redesign as swiftly as Tropicana. "It's a black eye when you have to backtrack that quickly," said Bob Goldin, exec VP at Technomic. "There must be [another example] but nothing comes to mind. [Tropicana] is a big brand, and it was a big restage. This is something that I'm sure they were not happy about."
While it's impossible to say whether Tropicana has permanently lost share, as a result of the blunder, competitors are likely taking note. "We think the Minute Maid brand has opportunity for growth, and we're working hard to make that happen," said Ray Crockett, a Coca-Cola spokesman.
Denny's Trots Out Another Freebie - Advertising Age - News
Denny's Trots Out Another Freebie
Chain Asks Customers to Bring in a Friend for Breakfast
By Emily Bryson York
Published: April 01, 2009
CHICAGO (AdAge.com) -- If it worked once, why not again?
That seems to be the thinking behind another promotional stunt from Denny's. The fast-casual restaurant is asking its faithful to bring a friend who could use a free meal, positioning the freebie as a "random act of kindness" it "hopes will spread across the country." Friends loyal enough to bring a friend April 8 between 6 a.m. and 2 p.m. can score a free Grand Slamwich for their pals when they spring for a Grand Slam.
Denny's: Grand Slamwich
Denny's Grand Slamwich is being introduced with a giveaway.
Denny's plans to drum up interest with a TV spot, breaking tomorrow, from agency Goodby, Silverstein & Partners. It will also have "prime placement" during next Monday's NCAA basketball championship. The chain is taking the opportunity to introduce the Grand Slamwich, a grilled sandwich made with potato bread, scrambled eggs, shaved ham, hash browns, bacon, mayo, American cheese and a "maple-spice" spread, for $4.99. Denny's original Grand Slam is eggs, pancakes bacon and sausage.
The chain is building on a February giveaway that drew 2 million people, and appeared to increase buzz for Denny's, according to Brand Index. Denny's drew attention to that promotion with its first Super Bowl ad . These stepped-up marketing efforts followed the chain's decision to move its creative business to Goodby last December, from Publicis Mid America, Dallas.
According to TNS Media Intelligence, Denny's spent about $71 million in measured media during 2008. That's up about 13% from an $63 million during 2007. The figures do not include internet or national spot-radio ad spending.
In an interview with Ad Age following the giveaway, Denny's chief marketer, Mark Chmeil, said the chain's hot line had been nearly overwhelmed with grateful consumers. "We didn't realize how much people would appreciate it," he said. Mr. Chmiel added that Denny's used the opportunity to show consumers how much the restaurants had changed since their last visit: They now have a new late night menu and breakfast to go.
"Denny's was absolutely blown away by the tens of thousands of e-mails and phone calls we received from customers thanking us for our generosity at a time when stories of corporate greed scream from the headlines. The stories we heard made us literally cry ... they were so moving," Denny's CEO Nelson Marchioli said in a press release.
Such giveaways seem to be part of a growing body of marketing that fills a consumer need, as opposed to efforts that entertain or are tied to a specific cause. KFC, for instance, announced plans last week to fill potholes in four U.S. cities. After starting in the company's hometown of Louisville, Ky., up to three more cities will be selected at random.
"This marketing effort fosters trial of our brand new Grand Slam product, the Grand Slamwich, and it once again helps people who could use some good news right now," Mr. Marchioli said. "We want to continue to connect with today's consumers who we know have lots of choices and limited dollars ... we want there to always be a reason to visit Denny's."

