Too Much on the Plate?

Industry executives contemplating their marketing efforts are a hard-pressed lot these days. Confronted with increasing market fragmentation and endless channels of communication, the challenge of handling strategy, tactics, and resource allocation has never seemed quite so daunting. In the hopeful glow of the new year we asked industry leaders (with a promise of anonymity), just what they might do if they could wave a magic wand over all this complexity and have a single wish answered to aid their marketing efforts.

Before delving into the specifics, let it first be noted that the sheer disparity of answers is both the most interesting and the most revealing finding. Whether one speaks of medium or message, the complexity of business campaigning has increased exponentially in recent years, and commitment to most any course of action has the queasy vibe of a crapshoot with very long odds. Furthermore, working in an era consecrated to metrics and the sacred ROI, the part of the marketing universe that has historically and often joyfully relied on right-brain qualities like intuition and imagination has taken a backseat.

What one encounters, interestingly, in the wishes of quick-service executives is a simultaneous intent toward the broadening of the marketing mission and a desire to narrow focus. Today when one speaks to the individual responsible for marketing, the word handed back is 'branding,' with the clear implication that most everything that goes on in a business has an impact on the customer and should be subject to strategic customer relationship management. And if this results in a sort of breathlessness in terms of responsibility and effort, there does also seem to be some corresponding urge to make more measurable decisions, to use electronic media with purposeful restraint, and to take increasing advantage of the opportunities within a unit's four walls.

So what are some of the specific wishes?

In at least one case it is simply a four-walls issue. The wish here is for some magic thing that would persuade franchisees to invest in remodeling so that they might create an enjoyable environment for the customer. Indeed, the notion that traditional unit atmosphere and the media atmosphere are essentially of the same ethereal marketing is an urgent industry theme.

Service is the concern of another executive. "More consistent high-quality, front line employees to deliver our brand experience," says the respondent, "because this is the best form of marketing." Indeed, more companies appear to be cognizant of the fact that serving its existing customer base might be worth more than trolling for the customer it would like to have.

The problem with trolling is amply indicated by the executive who wishes for "a clearer understanding of the mind and behavior of the ever-changing fast food eater," allowing for "proactive strategic development." This comment is indicative of two major concerns of the modern marketing industry: 1) the reliability/accountability of research data, and 2) the increasing fragmentation of demographics.

This last wish is given another dimension by the respondent who would like "a comprehensive and unfailing niche media toolbox." This executive speaks for many when he adds, "there are so many programs … e-mail, mobile, out-of-home, etc. … jockeying for position to replace media as the No. 1 spend, but testing and proving is expensive and time consuming." Perhaps also indicated in this comment is the fact that today's media-savvy consumer is hardly wedded to predictable channel choice. Not to mention, he's quite capable of turning accessible electronic applications and viral marketing efforts against a sponsoring company—tainting the brand and message with vitriol, sabotage, and half-true innuendos.

With that in mind, one feels a renewed respect for the broad audience, measurable results, and the TV ad. One executive in our survey wished for "more media spending" and still another for "more restaurants in existing markets to improve the chances of using TV." Also more closely aligned with what one might traditionally expect is the respondent whose wish was for "one killer copywriter and an amazing freelance creative director."

Despite the powerful allure of media, major and minor, one might keep an eye on the growth in on-premise programs and promotions. A recent pilot program undertaken by Nielsen to measure in-store shopper marketing in traditional retail stores indicates that at 21 percent growth in expenditures per year it is an area that is growing at least as fast as Internet marketing. It's not hard to see some allure here for quick-serve companies from areas like service branding to enhanced merchandising to customized community promotions.

Finally, it's important to point out that some of the executives took the invitation to make a wish at full face value. "I'd like a growing economy free of turmoil," commented one. And another envisions "an end to competitive discounting and a return to brand marketing … products and service that win the day."

Sounds like a plan.