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Tag: Quick Service Restaurant

  • Insights from the 2020 Effective Social Strategy Report released by WARC

    Social is effective in linking brand & performance marketing

     

    From a WARC communique

     

    Social’s role in marketing continues to evolve as it increasingly plays a role in linking brand and performance marketing and in converting engagement into effectiveness via social commerce.

     

    This is one of the conclusions outlined in WARC’s latest study, the 2020 Effective Social Strategy Report, which provides insights and themes from the winners of the Effective Social Strategy category of the 2020 WARC Awards. It also includes an assessment of the implications for advertisers, agencies and media owners alongside contributions from members of the judging panel and other expert commentary.

     

    Also highlighted in the report is the need for social strategies to be relevant not just to the audience they’re targeting but also the platform where they run, and that brands facing dramatic shifts in budget can learn from the social efforts of non-profits.

     

    Said Lucy Aitken, Managing Editor, Case Studies, WARC: “We’ve analysed this year’s winning case studies to identify the key social marketing trends and the main drivers that link a social strategy to business success. In this report, we provide actionable insights for marketers and agencies that can be applied to the social strategies of future campaigns.”

     

    WARC’s 2020 Effective Social Strategy Report identifies four key themes:

    :: Linking brand and performance marketing

    A clearly articulated social strategy can help join the dots between brand and performance marketing. When insights mined from social platforms are combined with the right data, it becomes easier to target the right people with the right message at the right time, boosting click-through rates and subsequent engagement.

     

    German Rail did just that with social video showing young Germans how much money and CO2 could be saved through domestic tourism.

     

    Carla Funk, Senior Strategic Planner, Ogilvy Germany, advises: “To link brand and performance marketing, avoid silo mentality and embrace a common goal.”

    :: S-commerce is on the rise

    Social commerce is becoming more prevalent, particularly due to brands accelerating their e-commerce strategies because of lockdowns: 62% of brands say they will decrease their investment in brand advertising in the coming months, while 32% say they will be spending

    more on e-commerce.

     

    This year’s winners, particularly those in the Quick Service Restaurant (QSR) sector, offer valuable lessons in how to engage people throughout the funnel and convert engagement into effectiveness. Burger King achieved a sales uplift by promoting its new product through a campaign based on ‘creeping’ on social media influencers’ pages.

     

    More recently, new iterations of social commerce have started to emerge, particularly in China where consumers are starting to purchase more regularly from livestreams and short-form videos.

     

    Jury member Zoe Virtue, Head of Social & Digital, Mango Communications, says: “While consumer behaviour evolves, so must brands. The only certainty from here is that when it comes to e-commerce, social media will continue to be one of the most important channels.”

    :: Audience and platform relevance is needed

    Social strategies must be rooted in both platform and audience culture if they’re to be relevant to both the audience they’re targeting and the platform where they run. This is particularly the case when targeting younger audiences. Care must be taken to execute authentically and on the right platform for the right audience: for instance, TikTok is now as popular as Twitter among 18- to 24-year-olds in the UK.

    :: Brands can learn from non-profits

    Non-profit brands can offer commercial enterprises some inspiration on developing a successful social media strategy and achieving reach on a limited budget.

     

    For example, a simple Instagram idea, through Facebook Creative Shop for WWF, hijacked Black Friday by targeting people in a shopping frame of mind only to reveal a powerful message around endangered species.

     

    The 2020 Effective Social Strategy Report in full is available to WARC subscribers on warc.com and includes in-depth chapter analysis with views and opinions from the judges, what the trends mean for advertisers, agencies and media owners, data analysis and summaries – objectives, insights, strategies and results – of the winning case studies.

     

  • Domino's Pizza will be spending 6-7 per cent on digital out of its total marketing budget

    Domino’s Pizza increases its focus on digital

    By Tuhina Anand

     

    Harneet Singh Rajpal

    Domino’s Pizza has increased its spends on the digital medium and this year, it will be spending 6-7 per cent on digital, out of its total marketing budget as opposed to last year where the spend was 3.5-4 percent.

     

    Domino’s Pizza online ordering launched last year has been a runaway success, while it has launched mobile application just month and a half back, which though early days, has seen a traction of 1.5 lakh visits in a short span of time.

     

    Harneet Singh Rajpal, Vice President-Marketing, Domino’s Pizza India, talking about their digital foray said: “It’s more to do with closing the loop by being on the digital medium. Quite often the decision to order a pizza is instantaneous. Hence we wanted to facilitate the ordering which could be done by clicking on the ad and placing an order in few simple steps. In fact, digital has become an effective channel for us in driving our business and getting consumers instantly, thus able to measure our return on investments too.”

     

    While digital medium is being used by Domino’s, which Mr Rajpal points works well on weekdays, like catching people ordering at work, the television works well for them during the weekends.

     

    Television has also helped them in building their brand in Tier II and Tier III cities which is equally important for the company as the metros for growth. In fact, Domino’s has presence in 105 cities and has 465 stores which, as Mr Rajpal puts, makes them the largest Quick Service Restaurant (QSR) player in India which has footprints beyond the metros.

     

    In fact, he points that, inIndia, in the QSR there is a huge potential to grow even in metros, despite competition as metros still have a huge degree of under-penetration.

     

    Like is the trend now with the QSR players namely, its competition – including McDonalds, KFC, Pizza Hut – Domino’s too has been focusing on introducing new products to woo customers.

     

    It has recently launched the stuffed garlic bread and the product is even being supported by a TVC. In April this year, it re-launched its Pizza Mania and one has seen a constant effort to rev up its menu. It has also been focusing on side dishes and that, as Mr Rajpal said, is to offer to its customers a complete meal experience.

     

    Mr Rajpal explained: “In the QSR category, the food fatigue is very high and people get bored easily with the offering, especially in India, the demand from consumers for new taste is much higher than around the world. The thinking behind the constant launch of new products is to give consumers new reasons to come to us and taste new products. This has been our growth strategy, which not only helps us to get new customers but also hold on to the existing ones. Our R&D team is constantly working to come out with unique and tasty offerings for our consumers.”

     

    Domino’s has seen a growth of 30 per cent in the last fiscal and has seen 20 per cent plus CAGR in last five years at the store level.