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McDonald's takes a "cross-cultural" approach to multicultural marketing
Stephen Whiteside, Event Reports, ANA Multicultural and Diversity Conference
This report describes how McDonald's, the fast food retailer, is approaching multicultural marketing in the US, where it is seeing growing numbers of Hispanic, African-American and Asian-American customers across its outlets.
This report describes how McDonald's, the fast food retailer, is approaching multicultural marketing in the US, where it is seeing growing numbers of Hispanic, African-American and Asian-American customers across its outlets. The company has tailored its English-language creative with predetermined culturally-relevant insights; a "cross-cultural" approach that broadened its appeal to all audience segments. A spot featuring a grandfather who uses the free WiFi in a McDonald's restaurant to receive a video call from his daughter to see his new baby grandson for the first time had wider resonance, despite originally being aimed at Afro-Americans. Furthermore - citing its McCafe range – McDonald's recognized that Asian-Americans were more inclined to drinking espresso than other demographics. As a result, McDonald's ran a one-time offer on its coffee, reducing the price to $1 and promoting it in the tri-state New York area using coupon booklets in Chinese, Hindi, Korean and Tagalog.
How brands are built in the digital age: A decade of 'I'm Lovin' It'
John Somerville, Admap, December 2013, pp. 29-31
This article discusses how McDonald's, the fast food restaurant chain, uses technology in its marketing whilst maintaining core values.
This article discusses how McDonald's, the fast food restaurant chain, uses technology in its marketing whilst maintaining core values. McDonald's has kept pace with digital innovation, using it in the early 2000s to maintain relevance when under threat. The company has successfully used social media, mobile and creative content to engage consumers with its brand, and it is argued that having values at its core has allowed this. Mobile, in particular, has been used by McDonald's to create useful and engaging experiences for consumers that vary by market. Engaging consumers in conversations online and allowing open questions has also helped the brand to build its reputation.
How McDonald's put the 'Big' back in 'Big Mac'
Andreas Krasser, Warc Prize for Asian Strategy, Entrant, 2013
This case study describes how McDonald's, the fast food chain, challenged the local Korean market leader by creating an online and mobile customer experience.
This case study describes how McDonald's, the fast food chain, challenged the local Korean market leader by creating an online and mobile customer experience. This category was heavily reliant on television ads and celebrity endorsement, and with the core target group was aged 19-24, it was decided that the campaign would encourage user-generated digital content to engage this group and differentiate from other chains. McDonald's created a 'Korean Big Mac Chant' which consumers could learn through online and mobile platforms. They were then encouraged to share a video of themselves singing the chant via Facebook, with a prize of featuring in a television ad. The campaign increased Big Mac sales by 35% and created brand ambassadors.
McDonald's: Realtime Olympics
Icy Han and Jamo Woo, Warc Prize for Asian Strategy, Silver, 2013
This case study explains how McDonald's, the quick service restaurant chain, created a smartphone app to engage Chinese consumers during the 2012 Olympic Games.
This case study explains how McDonald's, the quick service restaurant chain, created a smartphone app to engage Chinese consumers during the 2012 Olympic Games. The app adopted GPS and motion-sensor technology to allow people to virtually 'compete' with Olympians via a mobile game as they watched the Games live at any McDonald's outlet in China. The app was successful with three million downloads, 7.5 million total play frequencies during the Games, and over 4.5 million in-app coupons delivered to generate an estimated $8.7m in sales.
McDonald's: Value which puts a McSmile on your face
Russ Mitchinson, The Communications Council, Bronze, Australian Effie Awards, 2013
This Australian case study describes a campaign from McDonald's, the fast food chain, that aimed to improve the company's value menu positioning, an area where it was facing increased competition, made worse by tough economic times and an increasingly savvy consumer.
This Australian case study describes a campaign from McDonald's, the fast food chain, that aimed to improve the company's value menu positioning, an area where it was facing increased competition, made worse by tough economic times and an increasingly savvy consumer. An emotive idea was created: value from McDonald's always puts a smile on your face. This positioning of value led to the 'Loose Change Menu' and subsequent successful launch. The campaign led to total burger sales rising, a growth in footfall and increased frequency across multiple day-parts.
Grow restaurant dining visits
Dave Leonard and Michael Lieberman, Admap, September 2013, pp. 42-43
This article describes the findings of an ongoing US study into restaurants, arguing that diner experience is more important than brand in encouraging repeat visits.
This article describes the findings of an ongoing US study into restaurants, arguing that diner experience is more important than brand in encouraging repeat visits. There is an underlying sense of the unknown in food service sales performance which this research seeks to address. Brand is important to consumers, but loyalty is only built if food and service are of high quality. The article argues that marketing spending should be viewed as a way to leverage strong and improving operations. Otherwise marketing risks creating a short term sales boost that will not translate into long term growth. The study demonstrates how even in difficult economic times restaurant chains can identify opportunities and increase sales by focussing on light users and good, consistent service.
How “Our Food, Your Questions” changed perceptions of McDonald’s
Andrea Sophocleous, Event Reports, ADMA, August 2013
This event report discusses how McDonald's Canada sought to improve consumer perceptions through leveraging the power of social media.
This event report discusses how McDonald's Canada sought to improve consumer perceptions through leveraging the power of social media. Having discovered that shoppers were raising doubts about the quality of its food online, McDonald's aimed to provide them with honest answers with the "Our Food, Your Questions" initiative. This scheme allowed internet users to ask whatever questions they wished about the company, which it then answered in a variety of ways, from social media posts to videos on YouTube. As a result, key brand metrics rose among Canadians, and the company learned valuable lessons that could be transferred to other markets.
How social media breathed new life into Taco Bell
Geoffrey Precourt, Event Reports, ANA Digital and Social Media, July 2013
This event report shows how Taco Bell, the quick-service restaurant chain, transformed its presence on social media in the US in just 18 months, and enhanced the status of its brand as a consequence.
This event report shows how Taco Bell, the quick-service restaurant chain, transformed its presence on social media in the US in just 18 months, and enhanced the status of its brand as a consequence. Having largely been seen as the “jester” in its category, the firm decided to connect with its target audience – consisting mainly of millennials – by tapping into their evident passion for its brand. Achieving this goal required finding a genuine tone of voice, being clear, consistent and dependable, listening and responding to customers, building and sharing experiences and finding a unique brand positioning. The result has been richer, deeper engagement and the creation of a community of true brand advocates.
Dunkin' Donuts embraces social, local and mobile
Stephen Whiteside, Event Reports, Corporate Social Media, June 2013
This report covers a talk given by Scott Hudler, vp, global consumer engagement, Dunkin' Brands, about Dunkin' Donuts’ mobile initiatives in the US.
This report covers a talk given by Scott Hudler, vp, global consumer engagement, Dunkin' Brands, about Dunkin' Donuts’ mobile initiatives in the US. These include tools that help consumers discover their nearest branch and its opening times, work with Waze, the crowdsourced navigation app, which flags up its stores along a driver's route, and a pre-paid card that allows people to pay with their smartphones. Dunkin' Donuts’ social media approach has been to put fans central to the brand, but there are challenges associated with an international franchise business, including maintaining quality across all localised channels. Hudler also addressed integration between television and second screens, such as involvement in the Super Bowl.
Including Don't know answer options in brand image surveys improves data quality
Sara Dolnicar and Bettina Grün, International Journal of Market Research, Digital First, July 2013
How do respondents use the Don’t know answer option in surveys? We investigate this question in the context of brand image measurement, using an experimental design with about 2,000 respondents and, for the first time, considering a range of commonly used answer formats.
How do respondents use the Don’t know answer option in surveys? We investigate this question in the context of brand image measurement, using an experimental design with about 2,000 respondents and, for the first time, considering a range of commonly used answer formats. Results indicate that Don’t know options are primarily used when respondents genuinely cannot answer the question, as opposed to representing a quick, low-effort option to complete a survey. Two practical conclusions arise from this study: (1) a Don’t know option should be offered in cases where it is expected that some respondents may be unfamiliar with some brands under study; and (2) answer formats without a midpoint should be used in brand image studies because midpoints can either be falsely misinterpreted as an alternative to ticking the Don’t know option, or used as an avenue for respondent satisficing.
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