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FAMOUS FOOTWEAR GRAND OPENINGS GMR //
INTRODUCTIONS 2 © 2010 GMR Brad Bergren – Senior Vice President Client Management Bill Blank – Senior Director Client Management Jenny Strachota – Account Supervisor Jaclyn Mullahy – Account Executive
AGENDA 3 © 2010 GMR Value Proposition / Why GMR? Project Understanding Proposal Review Q&A
STRATEGIC OVERVIEW 4 © 2010 GMR How will we innovate and improve? Add Program Innovations Which Will: Build on foundation of effective work Resonate best with target Be efficient for store management – allow them to size and sell Bring customers inside our stores rather than entertaining them outside the store Enable measureable success Point toward purchase – both at opening and beyond
5 5 GMR VALUE PROPOSITION © 2010 GMR
GMR VALUE PROPOSITION 6 © 2010 GMR Why continue the relationship with GMR for Famous Footwear Grand Openings? We believe a collection of credentials differentiate and elevate our offering: 1.More than 30 years of cross-industry event management work 2.Marketing specialists – all under one roof 3.Cross pollination of Grand Opening best practices 4.Operational excellence 5.Thinking beyond the project 6.Leads and Loyalty programming 7.Research and insights, especially for Mom
AGENCY OVERVIEW 7 © 2010 GMR Over 30 years of engagement marketing expertise Founded in 1979 One of the most experienced and awarded marketing services firms in North America, and now global Thousands of brand engagements that captivate consumer attention, influence opinion and change behavior
8 CLIENT RELATIONSHIPS © 2010 GMR GMR works to build long term relationships with clients 1979 Miller Brewing Company 1994 Johnsonville Sausage 1997 Beam Global 1998 Mercedes-Benz USA 1999 Lowes 1999 Major League Baseball 1999 Microsoft Corp 2000 Visa International 2000 PepsiCo, Inc Intel Corp 2002 Best Buy Co Kimberly-Clark Corp 2003 Gillette / P&G 2003 Famous Footwear
IN-HOUSE MARKETING SPECIALISTS 9 © 2010 GMR
GRAND OPENING CROSS-POLLINATION 10 © 2010 GMR Grand Opening Experience More than 1000 grand opening events for our clients Famous Footwear Grand Openings will continue to benefit from cross pollination Grand Opening Best Practices Landlords Rule Store manager strapped Offers, especially at opening Immediate gratification Must fit into targets life Continue the transaction dialogue post event Bells and whistles drive limited incremental revenue Involve community
OPERATIONAL EXCELLENCE 11 © 2010 GMR Grand Openings and 30 years of event production work are a credit to GMR’s operational excellence day in and day out Trusted expect greatness in each event Turn Keyminimize client burden and worry for all details Flawlessplan for challenges then avoid them or correct immediately Day Stafffield marketing professionals, trained on the essentials Scalablebased on need, we can expand the team Centralizedcommand center creation for concurrent events Financialmanaging expectations inside financial parameters, transparency spend client dollars as if they were our own
THINKING BEYOND THE PROJECT 12 © 2010 GMR In the GMR DNA to constantly think ‘what next’ for our Client Always sensitive to objectives, vision, confidentiality and financials 2008: Girls Night Out, Mobile Tour, Jordan Pruitt Promotion, “Make Today Famous” campaign extension 2009: What’s Your Flavor mobile attraction, sampling partnership consultation and sell sheet 2010: Wellness mobile tour and event planning, Grand Opening Fashion Shows, NYC Grand Opening event concepts, location market activation, event in a box concept, Nissan partnership exploration, Harlem ideas
13 RESEARCH & INSIGHTS © 2010 GMR
WE KNOW MOM - OVERVIEW 14 © 2010 GMR Famous Footwear has told us: Target:Mom Age:25-49 Attitudes:Connected to her community Looks to her shopping experience as a way to find the right shoe with both the fashion and the function, make her day and leave happy Mom InsightsStatistics, Mantras, Internal Mom Survey
WE KNOW MOM - STATISTICS 15 © 2010 GMR age range includes three generational segments Millennial Mom (25 to 28 years old) Attitudes: Staying in touch, on-the-go, stylish, tools and gadgets keep her connected, professional Gen X Mom (29 to 41 years old) Attitudes: self-coaching mantras ‘keep it simple”, take on what can be handled, minimize burdens Boomer Mom (42 to 49 years old) Attitudes: time crunched, but a master of juggling family and work life, short and easy retail engagements
WE KNOW MOM - MANTRAS 16 © 2010 GMR Mantra 1: “Today’s moms are savvy and discerning” Brands must communicate with her honestly and respectfully Creating brand evangelists out of consumers is a powerful marketing tool when marketing to mom; it leverages her information network Mantra 2: “Technology has changed how moms interact with friends and brands” Brands will need to adapt to and leverage new technology to reach women effective l y Technology is also providing mom with more information and choices making it critical that a brand be genuine, transparent and provide a real benefit Technology provides the opportunity to build and maintain relationship with mom, but brands will have to treat the relationship with as much care as personal relationships
WE KNOW MOM - MANTRAS 17 © 2010 GMR Mantra #3: “Moms define themselves differently today, ‘mom’ is only part of who she is.” Brands must recognize the whole person, not just mom Marketing efforts can leverage this broader self view by providing both product value and personal pleasure or reward, building both an emotional and rational connection While family remains the priority, mom has interests and activities outside of the family which influence her brand choices (causes, conveniences, time-savings, etc.) Research from: “What Moms Think and Do, Their Attitudes And Behavior As Consumers, Toward Work, Online And As Moms” by the Editors of EPM Communications; The Wonder Group / Dave Siegel; The New Super Consumer Mom and Kid / Coffey, Siegel, Livingston
WE KNOW MOM - INTERNAL SURVEY 18 © 2010 GMR GMR utilizes a Resident Authority Database to mine insights from employees Question 1: What would make you visit a Famous Footwear Grand Opening event if it was happening today? Common Answers “As a working mom, my time is limited” “Great discounts / >30%” “Giveaways / Prizing” “Personalized invitation with reminders”
WE KNOW MOM - INTERNAL SURVEY 19 © 2010 GMR Question 2: Is there anything additional you would want present at the store/onsite if you went today? Common Answers “Allow me to shop, don’t distract me” “Staff available to help with sizing” “Sizes available in the look I love for a great deal”
WE KNOW MOM - INTERNAL SURVEY 20 © 2010 GMR Question 3: Is there anything you would not want present at the store event if you went today? Common Answers “Pushy sales people, I know what I want” “Give me offers I can use now” “A circus of experiences beyond shopping” “Get me in and out quickly” “Don’t distract my kids creating ‘mommy, mommy’ “
WE KNOW MOM - INTERNAL SURVEY 21 © 2010 GMR Question 4: Are there any other things that could have an impact on your experience if you went today? Common Answers “Ample selection in both style and sizes” “Need to know the date in advance, remind me” “Don’t bombard me with hoopla, let me buy”
WE KNOW WHAT MOM WANTS AT GRAND OPENING 22 © 2010 GMR Common themes inform our recommendation: “Exclusive Offers / Real Benefit” “Invite Me, Remind Me” “Simplify My Shopping Experience” “Help me manage my kids” “Sensitive to my errand time” “Fit into my schedule, not the opposite”
PROJECT UNDERSTANDING © 2010 GMR
PROJECT OBJECTIVES AND ASSIGNMENT 24 © 2010 GMR Project Objectives Drive traffic and sales, especially new-to-Famous customers, to grand opening events Create an event model which is has repeatable and proven method and measurement Create a turn-key experience that can be executed simultaneously in multiple markets Execute all grand opening events within one to two weeks of official store opening Assignment Efficient and cost effective solution to grand opening needs Elevate the effectiveness, event length, and reach of our current activation programs Recommend enhancements including but not limited to partnerships and social media to both enhance customer experience and drive traffic
AGENCY ASSUMPTIONS 25 © 2010 GMR 1.Event model evolved from 2010 version to include added traffic ideas 2.Corporate, regional and local management would handle portions of social network and partnership work with consultation and guidance from GMR (details to follow) 3.Famous Footwear will assume operational ownership on several program areas including Media, PR, Creative Design & Production, School/Merchant outreach, Social media push, offer development. 4.Provide level of data analysis consistent with 2010 model
AGENCY ASSUMPTIONS 26 © 2010 GMR 5. Budget Development Based on information provided from Brown Shoe via during initial response $15,000-$20,000 per event budget where (1/2 of total covers radio / media / PR) Yields $7,500 - $10,000 per location for activation 40 Grand Opening events $400,000 (or less) target budget Includes of extra event day and partner purchase of all prizing inside budget
PROPOSAL REVIEW © 2010 GMR
28 STRATEGIC APPROACH © 2010 GMR Keep current programming at core – day staff, Shoe Crazy, early bird, radio remote Expand program by adding relevant and cost sensitive innovations designed to improve experience and drive traffic to store Sensitive to loading additional responsibility on corporate, region, store – easily activated ideas Offer consumers what they want – valuable offers and a reason to believe in the new Famous Footwear offering Longer Event One Day to Two Days CURRENT PROGRAM Minimal Incremental Expenses Localized Merchant Partnerships Increased Consumer Prize Pool Offer Distribution via Social Media Neighborhood Outreach
APPROACH & METHODOLOGY 29 © 2010 GMR IN Shoe Crazy, Offers, Staffing AT Hyper-Local Partnerships NEAR Social Media Awareness and Couponing AWAY Neighborhood Outreach
APPROACH & METHODOLOGY – “IN STORE” 30 © 2010 GMR Innovation to the In-Store Plan DurationMigrate event from one day to two days (Saturday & Sunday) Consider after hours preview on Friday Shoe Crazy:30 Shoe Crazy shopping sprees – occur every hour on the hour (1-4) Increase daily prizing to award more people more often OffersEarly Bird discount – 30% (or better) off entire purchase (10a -12p) Bounce Back Coupons StaffGMR-hired / trained staff onsite to manage event activations
APPROACH & METHODOLOGY – “AT STORE” 31 © 2010 GMR GMR recommends a hyper-local partnership model at the mall / property level Challenges of National Partnerships Finding mutual desire – both partners “need to need” each other Ensuring a balance of value between partners – the “win/win” Aligning priorities beyond target – geography, timing, message Translation to the local level – partner proximity to FF location Frequent dead ends make for a time consuming and costly endeavor
APPROACH & METHODOLOGY – “AT STORE” 32 © 2010 GMR GMR recommends a hyper-local partnership model at the mall / property level Why Hyper-Local? Neighbors will help neighbors with cyclical offers Leverages existing shopper patterns at the property Customizable and trade-based Relatively informal Can create the illusion of a national partnership Builds relationships with the immediate merchant community Examples: LaSalle Bank, T-Mobile
APPROACH & METHODOLOGY – “AT STORE” 33 © 2010 GMR FF Furniture Friday’s TJ Maxx Verizon Major Grocery
GMR recommends a hyper-local partnership model at the mall / property level How Does It Work? GMR creates turn-key toolkit for local use – offer templates, suggestions, prospect listings of local merchants, instructions, reporting documents Regional / Local Managers network with peers at merchant partners on and near property to discuss informal, mutually-beneficial traffic driving offers (GMR can manage if needed) Famous will “bag stuff” offers from hyper-local merchants When successful, customers of all merchants become mutually-aware and incentivized Sky is the limit – ambitious managers can make this what they want APPROACH & METHODOLOGY – “AT STORE” 34 © 2010 GMR
APPROACH & METHODOLOGY – “NEAR STORE” 35 © 2010 GMR How Does It Work? GMR consults on creation, Famous manages Facebook presence Blasts the community 2 weeks prior Encourage current friends to “like” on FF’s Facebook page to receive a $10 off “shareable” coupon The “initiator” shares the coupon with five friends (or more) If five friends redeem the coupon during the first 30 days a store is open, the “initiating “ friend receives a voucher (offer value TBD) GMR to connect with local mommy bloggers to participate and receive further incentive to show up at the event, blog about the experience and post pictures on social networks to drive additional traffic FF to promote local radio stations to drive traffic to Facebook site
APPROACH & METHODOLOGY – “NEAR STORE” 36 © 2010 GMR Deal-of-the-day websites have become the rage Interesting for FF grand openings, these sites allow offers to be administered on a local level Groupon provides daily deals on cool local businesses GMR to develop and contract a deal for the Grand Opening event in the market where the store is opening Deals get passed along virally to friends/family or posted to social networks FF to tie in incentive to share on social networks; receive additional offers
APPROACH & METHODOLOGY – “AWAY FROM STORE” 37 © 2010 GMR Schools Stores connect with mom and tween target through local school partnerships Famous Footwear identifies 5 local schools GMR to develops simple toolkit with templates for store to customize and distribute Famous Footwear contacts local schools to introduce the program Each coupon used associated with that particular school during the GO event will get a $1 (or more) donated back from Famous Footwear following the event Seasonally adjustable concept will work around buying periods (BTS) and other existing fundraisers
APPROACH & METHODOLOGY – “AWAY FROM STORE” 38 © 2010 GMR Shoe Reuse Donation Partner with local cause to be onsite accepting shoe donations Donate shoes and receive discount valid during grand opening only Donation “ceremony” to local cause group during event To add additional buzz FF/PR agency to invite local TV news anchors, celebrities, well-known people around the city to donate shoes and participate in a shoe crazy shopping spree
APPROACH & METHODOLOGY – TIMELINES 39 © 2010 GMR WEEKS OUT IN AT NEAR AWAY STAFF SEARCH STAFF TRAINING INITIAL STORE CONTACT DETAIL BRIEF WITH STORE STORE RECEIVES PARTNER TOOLKIT PARTNER OFFERS FINAL STORE NETWORKING WITH HYPER-LOCAL PARTNERS GROUPON NEGOTIATED FACEBOOK BLAST GROUPON AVAILABLE TOOLKITSCHOOL NETWORKING SCHOOL ANNOUNCE SHOE DONATE PR
APPROACH & METHODOLOGY – PROJECT TEAM 40 © 2010 GMR
APPROACH & METHODOLOGY – BWS RESOURCE EXPECTATIONS 41 © 2010 GMR Team Support Planning insight Goals and objectives insight Direction / learning / results Involve and engage Program Support Store communication support Plan communication Facebook management/fulfillment Local planning leadership Media/PR management
APPROACH & METHODOLOGY – CRITICAL SUCCESS FACTORS 42 © 2010 GMR Front end involvement-help us understand good and great Measures and metrics for success Results involvement, allowing for course correction as needed Sales/coupons/tactics Defined roles and responsibilities –Corporate/Field/Store/GMR
43 BUDGET UNDERSTANDING © 2010 GMR
BUDGET UNDERSTANDING 44 © 2010 GMR GMR Financial Model of Client Management Spend client dollars as if they were our own Hard good purchases pass thru to Clients Managing expectations inside financial parameters Transparency via monthly reporting Project Management Team built by monthly project need (% of hours) level of staff required (by title) quantity and type of support groups staff
BUDGET UNDERSTANDING 45 © 2010 GMR Upper Limit Determination Based on information provided from Brown Shoe via during initial response $15,000-$20,000 per event budget where (1/2 of total covers radio / media / PR) Yields $7,500 - $10,000 per location 40 Grand Opening events $400,000 (or less) target budget Inclusion of extra event day and partner purchase of all prizing inside budget
BUDGET UNDERSTANDING 46 © 2010 GMR Additional Programming, Increased Budget In 2010 – 26 stores, 26 event days, during 8 months In 2011 – 40 stores, 80 event days, during 12 months 2010 GMR Budget / Store = $3, GMR Budget / Store = $9,249 Budget additions driving the $5,508 per store increase Two days ($1860/store) Prizing now INSIDE GMR budget ($3337/store) Managing innovations to project ($311/store)
BUDGET UNDERSTANDING 47 © 2010 GMR Opportunity to Scale Down Price can decrease to $5,331 per store if the following occur GMR removes involvement in retail permitting Movement of prizing budget back to Famous Footwear GMR Digital Consulting on Facebook & Groupon
ESTIMATED PROJECT BUDGET 48 © 2010 GMR
ESTIMATED PROJECT BUDGET (CONTINUED) 49 © 2010 GMR
ESTIMATED PROJECT BUDGET (CONTINUED) 50 © 2010 GMR
APPROACH & METHODOLOGY – MEASUREMENT 51 © 2010 GMR Historical Measurement Store traffic Sales by promotional period Opportunity Measurement Measure tactical tools Attitudinal measurement Additional comparative data
AVERAGE HOURLY SALES BY PERIOD & PRE/DURING/POST EVENT DAYS 52 © 2010 GMR Average Total Sales for Period DayEarly Bird Pre Event Days$442 Event Day$1,613 Post Event Days$574 Average Total Sales for Period DayShoe Crazy Pre Event Days$657 Event Day$1,232 Post Event Days$757 Average Total Sales for Period DayPost Event Pre Event Days$373 Event Day$556 Post Event Days$401
JULY/AUGUST 2010 CUSTOMER COUNTS – PRE, DURING & POST EVENTS 53 © 2010 GMR
QUESTIONS & ANSWERS © 2010 GMR
2010 BUDGET DETAIL 55 © 2010 GMR
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