speed grill communication case debrief

8/10/2019 Speed Grill Communication Case Debrief

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ADVERTISING & CREATIVITY INCOMMUNICATIONSAutumn 2014 / Spring 2015ANNE SCOLAIRE / ACADEMIC YEAR 2014-2015

Intervenant/Lecturer: Mitchell FINK

Speed Grill Debrief

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1. Who is the best target audience?

Questions


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Experientials Indulgents Traditionalists Eclectics Frugals

% of clientele

(not % of mealsserved)

23% 24% 18% 7% 28%

Annual meals

per customer

6.3 5.6 4.4 5.0 3.8

Average spend

per meal per

customer

25 19 16 22 15

Percent alcohol 12% 4% 2% 14% 1%

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Probably Experientials, Indulgents, or Eclectics!

They have similarities except that Eclectics is much

smaller and spend less.

2. Which communication objectives?

Questions


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POTENTIAL COMMUNICATION OBJECTIVES

Category Need

Brand Awareness

Brand Attitude

Brand Purchase Intention

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Category need refers to the target audiencesfeeling that it

would like a particular product or service to satisfy a particular

need. Category need is a perception, and therefore, it can be

established by the advertiser. By successfully establishing a

belief in the minds of the target audience that links the product

category and a felt need, the advertiser can stimulateprimary

demandfor the product category. But remember, the primary

demand relates to all brands in the category.

To stimulate secondary, or selective demand, the advertiser

must also influence brand-level communication effects such as

brand awareness, brand attitude, and brand purchase

intention.

SETTING COMMUNICATION OBJECTIVESCATEGORY NEED


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POTENTIAL COMMUNICATION OBJECTIVES

Category Need

Brand Awareness

Brand Attitude

Brand Purchase Intention

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Brand awareness

Brand awareness is the target audiencesability to identify a

brand within a category in sufficient detail to purchase or use it.

There are two ways: you can either recognizeit or recallit.

Brand awareness does not always require identification of the

brand name. It may be stimulated by a familiar package or

even a more general stimulus such as a colour. You may not

even need to remember beforehand the brand name or be ableto describe it; instead, brand awareness may occur through

simply recognizing it at the point of purchase.

Consumers cannot buy unless they are first made aware of the

brand. As a result, brand awareness must always be considered

first.

BRAND AWARENESS


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Recognition or Recall

Brand recognition and recall are two fundamentally different

types of brand awareness. The difference depends upon which

communication effect occurs first in the consumersmind: the

need for the product (that is, category need) or seeing the

brand in the store (that is, brand awareness).

Recognitionbrand awareness is when the awareness of the

brand reminds you of the category need.

Recallbrand awareness is when the category need occurs and

you must remember brands that will satisfy that need.

BRAND AWARENESS continued

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Brand awareness strategy

There are three ways for brand awareness to be used as a

communication objective. Brand awareness may be executed

as brand recognition or recall, or in certain cases, both; the link

between the category need and the brand is what brand

awareness is all about. In effect, this is how marketing

communication brand the product. It is critical to effective

branding that the creative tactics used are appropriate to the

type of brand awareness most likely to be involved in the brandchoice decision. Whether seen as at the time of purchase (for

brand recognition awareness) or when linked to the need for

the product when the need occurs (for brand recall).

BRAND AWARENESS continued


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BRAND ATTITUDE STRATEGIES

The real heart of most advertising messages conveys

information or communicates a feeling about the productbeing advertised - This is what comprises brand attitude.

There are four strategies we will be concerned with

based upon two dimensionscritical to consumer

behaviour:

Type of purchase decision is it low or high

involvement?

Type of motivationis it positive or negative?

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BRAND ATTITUDE STRATEGIES continued

Type of purchase decision

When a decision is low involvement, it means there is

very little, if any risk attached to the consequences of

making the decision (e.g., a new candy bar)

When a decision requires a lot of information prior to

deciding, and a great deal of conviction that you are

making the right decision, it is high involvement

Type of motivation

People do things out of negative motivations (e.g., to

remove or avoid/solve a problemnot necessarily bad) or

positivemotivations (e.g., to make them feel good)


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BRAND AWARENESS AND BRAND ATTITUDE STRATEGY

Low

Involvement

High

Involvement

Negative

Motivation

Positive

Motivation

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BRAND AWARENESS AND BRAND ATTITUDE STRATEGY

continued

Understanding these constructs is critical for identifying the

appropriate brand attitude strategy, which, in turn, is

critical for creative strategy.

The creative tactics that maximize the likelihood of an

effective message are directly linked to the brand attitude

strategy that follows from the appropriate quadrantdefined by the grid. The tactics differ significantly for each

quadrant. Strategies associated with negative motives

require informationto help solve or avoid the problem

while those associated with positive motives must help

transformthe consumer.


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POTENTIAL COMMUNICATION OBJECTIVES REVISITED

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Probably Experientials, Indulgents, or Eclectics!

They have similarities except that Eclectics is much

smaller and spend less.


Probably Brand Awareness and Brand Attitude

Brand Awareness Recall because usually most people

think of going out to eat and then where.

On the other hand, it might be possible for Brand

Awareness Recognition???

Questions


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3. What type of positioning?

Questions

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POSITIONING

Positioning is differentiating your brand from competitors in the

mind of the consumers

With Positioning there are two decisions: how should the brand

be positioned with regard to the product category; and whether

the brandsposition in relation to other brands should be in terms

of product users or the product itself.

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To do make these decisions, we need to answer two questions

about the brand: what is it?, and what does it offer? Answers

are linked to the two universal communication objectives of

brand awareness and brand attitude.

The answer to the question what is it connects the brand to

category need, sometimes referred to as the brandsmarket

position. There are two ways this can be done.

A brand can be positioned in relation to the product category or

category need either centrallyor differentially. To be centrally

positioned a brand must be able to deliver on all the main

benefits of the category. In effect, it will be positioned as the

best brand in the category. Because a centrally positioned brand

INITIAL POSITIONING DECISIONS


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more or less defines the category, it should be limited to brands

with a strong market position. Often, this is the first really

successful brand in the category. Think of brand such as Xerox or

Hoover; they literally define their character.

INITIAL POSITIONING DECISIONS continued

With a centrally positioned brand, it is important that the

perception of it doing the best job in delivering the primary

category benefit be constantly confirmed.

In all other areas, which means for most brands, a differentiated

positioning strategy is called for. As the answer to the question

what does it offer for a centrally positioned brand is the primary

category benefit, for a differentiated positioning, we must look

for another benefit the brand offers different from the primary

category benefit that positions the market leader.

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Now we have to consider a second decision, whether the

positioning strategy should place the brand, relative to its

competition, in terms of the user or the product itself.

While both user- and product-benefit-oriented positioning

strategy make use of brand benefits in the message, with user-

oriented positionings, the message is specifically addressing the

user; the user is the focus, not the product. User-oriented

positions make sense make sense when a brand is marketed to aspecific segment, satisfying their particular needs. But this does

not mean that a brand positioned towards the user is

appropriate only for that specific target audience, only that it is

positioned that way. For example, a performance-wear brand

advertised for the serious runner or Scotch for the discerning

drinker are

USER-ORIENTED POSITION


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examples of a user-oriented positioning because a strategic

decision has been made to specifically position the brand to a

particular segment.

Another case where a user-oriented positioning should be

considered is when the underlying purchase motivation in the

category is social appeala positive motive that reflects

purchase decisions made because the user is looking for social

rewards through personal recognition in using the brand. When

most people in the brandstarget audience are driven by social

approval in their brand selection in that category, a user-oriented

positioning makes sense.

By focusing on the users, you are reminding them of how goodthey will feel in using, and importantly, displaying your brand.

USER-ORIENTED POSITION continued

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That is why brands of luxury fashion often employ user-oriented

positionings. But you can also chose to tap into an otherwise

latent social approval motive.

Addressing a specific segment or when the underlying purchase

motive is social approval are the two circumstances where one

might consider a user-oriented positioning. But one could

instead chose a product-benefit-oriented positioning.

USER-ORIENTED POSITION continued


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In the majority of cases a benefit-oriented positioning should be

used. With product-benefit positioning the product is the hero ofthe positioning, and the positioning will be defined by specific

benefits related to the product, not the user. In product-benefit-

oriented positioning,product characteristics are the message; in

a user-oriented positioning, user characteristics are the message.

PRODUCT-BENEFIT-ORIENTED POSITIONING

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In this first step towards positioning a brand, the initial decisions

involve: how do we position the brand with regard to the

product category; and relative to other brands, should we use a

user-oriented or a product-benefit-oriented positioning. In

effect, these decisions determine how the brand will be

positioned in terms of its brand awareness and brand attitude

communication objectivesalmost like a general model ofpositioning.

PRODUCT-BENEFIT-ORIENTED POSITIONING continued


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Now we need to select those benefits that will best distinguish

our brand from competitors in a way that is important to the

target audience. Ideally, these benefits will reflect the underlying

motivationthat drives purchase behaviour because they are at

the heart of the brand attitude communication strategy. What

we want to do is be able to tap into the purchase motivation via

the benefit presented in the advert. The difficult question is

what benefitshould be emphasized.

SELECTING THE APPROPRIATE BENEFIT

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A benefit may be experienced in different ways: an objective

attributeof a product (antibacterial, no calories); a subjective

claim or characteristicof a product (easy to use, tastes great); or

an emotion(excitement, relief). A benefit might be thought of in

terms of what you wantfrom a product, or you may that in terms

of what a brand has (attribute), what you experiencewith a

brand (characteristic), or what you feel (emotion). Summarized:

BENEFIT FOCUS

Attribute An objectivecomponent of a product

Characteristic A subjectiveclaim about a product

Emotion Afeelingassociated with the product


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How we focus on the benefit will depend upon what aspect of

the benefit is involved, and upon the motivation associated with

purchase in the brandscategory. Brand attitude communication

strategy depends upon understanding the correct underlying

purchase motivation.

When the motive is negative, information in some form is

provided to address a problem of some kind. The advertising is

basically providing information, the emphasis should be directly

on the benefit.

When the motivation is positive, messages must address the

target audiencesfeelings in some way.

BENEFIT FOCUS continued

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BENEFIT FOCUS continued


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EFFECTIVE POSITIONINGSUMMARY

We now have the tools to position a brand effectively in

advertising. Initially, two decisions are made.

First, how should the brand be positioned with regard to theproduct category? Here a central positioning is chosen if the

brand is a strong market leader; otherwise, in almost all cases a

differential positioning will be used.

Secondly, how should the brand be positioned with regard to

competitive brands? Here, a user-oriented positioning may be

used if the brand is being marketed to a specific segment in the

category, or if the underlying motivation for purchase is social

approval; otherwise, a product-benefit-oriented positioning will

be used.

These two decisions are critical for correctly establishing the link

between the brand and its benefit to build and sustain positive

brand attitude.

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EFFECTIVE POSITIONINGSUMMARY continued

Once you have made these initial decisions, the appropriate

benefit to use in positioning the brand must be selected. You are

looking for a benefit that is important to the target audience, that

the target audience believes (or can be persuaded to believe) the

brand can deliver, and ideally one that the brand can be seen to

deliver better than competitors.

Having selected the benefit to use, the correct benefit focus in

the message will be a function of whether the underlying

motivation driving purchase behaviour for the target audience is

positive or negative. If the motivation is positive, the emphasis

must be on the emotional consequences of the benefit; if it is

negative, the emphasis or focus will be directly on the benefit.


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EFFECTIVE POSITIONINGSUMMARY continued

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3. How should SPEED GRILL be positioned?

1. Central or differentiated positioning? Probably

differential positioning. It is not evident that SPEED

GRILL is a strong market leader.

2. So what benefits to emphasize? Those that areimportant to the target audience. So use the

segment descriptions as a surrogate for what is

important to each segment.

Questions


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Experientials

Eating out is an important source of pleasure.

Most frequent diners at casual and fine dining restaurants.

Enjoy new restaurants/foods/menu items.

Motivated by culinary expertise, sophisticated, upscale atmosphere.

Will not tolerate bad service.

Indulgents

Love all types of food, eat what they want and dont worry about nutrition.

Motivated by large, generous portions.

Open to all types of foods and promotions (especially volont specials).

Enjoy new restaurants/foods/menu items.

Traditionalists

Oldest segment, eating out is more functional.

Less frequent casual restaurant diners, and lowest average bill size.

Below average liking of new items; they prefer tried and true favorites.

Particularly want conveniently located restaurants where they can dine quickly.

Price-sensitive.

Eclectics

Most adventurous palates. Like all foods as well as ethnic and regional cuisines.

Want unique dishes, and dishes you dont make at home.

Frequent casual dining restaurants (less likely to go to chains) and some fine dining.

Atmosphere of the restaurant is important.

Most health-conscious with highest preference for fresh/light/healthy items.

Least price sensitive.

Frugals

Not particularly fond of going out to dinner.

Least frequent casual restaurant diners, and below average bill size.

Price sensitive and look for inexpensive restaurants.

Below average interest in ethnic foods; prefer traditional foods.

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3. How should SPEED GRILL be positioned?

4. Key Messages

Questions


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BRAND ATTITUDE STRATEGY

Low involvement model

BRAND AWARENESS

tentatively favourable attitude

TRIAL

BRAND ATTITUDE

BRAND AWARENESS

High involvement model

TRIAL

BRAND ATTITUDE

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INVOLVEMENT AND MOTIVATION

With motivation, it is important to understand what motivates

purchase and usage for effective benefit selection and focus on

positioning. When you are dealing with positive motives, you are

creating a mood, and when you are dealing with negative

motives, you are providing information to help address a

perceived problem.


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REVIEWING BRAND AWARENESS AND BRAND ATTITUDE

STRATEGY

Principles for Implementing Low-InvolvementInformational Brand Attitude Strategies

Information should be provided that solves a problem as

the result of using the brand

Keep it simple

Use an extreme presentation of the benefit

The advertising does not have to be liked

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STRATEGY continued

Principles for Implementing Low-Involvement

Transformational Brand Attitude Strategies

Elicit the correct emotional response

Be certain the advertising rings true, providing emotional

authenticity

Link the emotional response to the execution

As a result, the advertising must be liked


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STRATEGY continued

Principles for Implementing High-InvolvementInformational Brand Attitude Strategies

Provide sufficient information to solve the problem

The target audience must be convinced

Limit message to acceptable levels of target audience attitudes

toward category, product, and brand

As long as the message is believed and accepted, the execution

need not be liked

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STRATEGY continued

Principles for Implementing High-Involvement

Transformational Brand Attitude Strategies

Be alert to possible dual motivations and the need to provideinformation

Elicit correct emotional response and link it to the brand

Be certain it is emotionally authentic

The target audience must personally identify with the brand asportrayed in the execution

Linking must go beyond the execution and extend specifically to theproduct and brand

speed grill communication case debrief

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