Written by Chelsea Hickey | Marketing Manager at WOMMA during Summer Brand Camp
Does your brand portray the image customers see when they think about you, or what your exec team wants people to see?
Sure, United would like us to believe that Chicago O’Hare is a friendly airport in general, especially on a rainy night. Have you ever been to O’Hare on a sunny day? Friendly wouldn’t be the adjective I would use.
“Look at all of this legroom,” said no one ever. Passengers are going to be pretty disappointed when they sit down with 80% less legroom than this advertisement portrays.
United spent millions to make us believe that when we land, we are going to have smiles on our faces and our legs will be well rested. We might be smiling, but it won’t be because of legroom or a friendly airport.
Did United talk to consumers or listen to the data that contradicts all of this? Probably not. Saying something is going to happen doesn’t matter, you have to make happen what you are promising.
Where is your restaurant on the industry’s life cycle/bell curve: introduction, growth, maturity, decline and withdrawal? We need to be ahead of the curve.
When you get to the peak of the curve, you have to do something new: curve jump. We are in a new age: integration of disruption, invention and reinvention. When you integrate all 3 simultaneously, you get the integration of people performance—data.
Taco Bell is a great example of curve jumping. They used their innovation to disrupt and reinvent breakfast. We have to look at competition in a different way. Chipotle competes with Qdoba, but have they considered who dines at Whole Foods for lunch?
Your competition is easy to define when they look and act just like you.
Fast casual is stealing share from quick service, and primarily from casual dining. There is no opportunity here if you don’t use the data from your competitors.
Data should also be used for retention strategy.
The traditional work group, ages 16-24, don’t want to participate. Recruiting is getting more difficult as the years go on. There is a lot of talk about minimum wage, but not about retention. Companies should be focusing on talent and retention.
Your customers are socially enabled, embrace that.
Social media gives you unprecedented access to the voice of the customer. They share preferences on food, beverage, service and competitive insights.
Consumers engage because they want rewards, communication from the brand, entertainment and a sense of community. When people say something bad about your brand, take the opportunity to listen and learn.
An engaged customer is twice as likely to buy something from you. Engagement is economics. Social customer care is marketing.
Transform data into knowledge.