Background

In June of 2006, California Coast Credit Union (CCCU) planned to open their 11th branch location in Murrieta, California.

California Coast Credit Union retained AdEase to provide a marketing program for the launch of this critical branch.

Challenge

The Murrieta area is populated by many of CCCU´s competitors -- financial institutions targeting the area´s large and growing ´baby boomer´ demographic. The challenge was to stand out from the competition in order to attract new customers during the Grand Opening promotion.

Strategy

AdEase proposed a direct mail program targeted to the homes of those fitting the demographic profile. This strategy was recommended after AdEase:

• - Analyzed statistics about the decision-making criteria, financial needs/ preferences, and motivating sales messages related to the desired audience;

• - Researched the most targeted, cost-effective and compelling media for reaching the audience;

• - Sourced a highly targeted direct mail list with the residential addresses of those comprising the optimal demographic profile;

• - Determined that repeated messages/information about the new branch, received via direct mail by audience members in their homes, where personal financial matters are ultimately discussed, was the optimal medium and strategy to utilize.

Execution

AdEase developed a direct mail marketing campaign that:

• - Expanded CCCU´s well established industry brand into the new market;

• - Familiarized audience members with CCCU´s strengths, capabilities, staff, services, convenience and competitiveness with repeated, highly visible and consistent messaging that differentiated CCCU from it´s competitors;

• - Promoted the grand opening with invitations for new and existing CCCU customers to utilizes services or open accounts, while enjoying eligibility for grand prize drawings, promotional rewards and gifts.

• - Provided dynamic, consistent series of direct mailers to consumers´ homes at one week intervals.

• - Optimized CCCU´s Grand Opening promotional budget by using bulk mailing rates.

Results

Over 60 new accounts were opened in the Murrieta branch during the Grand Opening week alone - surpassing CCCU´s prior Grand Opening best by over 100%.

CCCU rated the program strategy and execution an unqualified success.

Background

Del Mar Heritage, a local builder, developed a 25-unit complex designed around an authentic and historically important Craftsman bungalow in the stylish and colorful neighborhood of Hillcrest in San Diego.

Challenge

The client wanted to start selling the units before construction was finished, so an off-site sales office was opened a few blocks away from the development. ´Hard hat´ tours of the actual site were available by appointment only.

The real estate market was softening, vacancies were up, mortgage interest rates were rising and media coverage reported lowering property values. Additionally, three comparable developments were selling units in the same neighborhood that were priced slightly less than Heritage on First, while offering more square footage per unit.

Strategy

After analyzing the market situation and the profile of the target demographic, AdEase proposed a strategy that would set Heritage on First apart from its competitors by highlighting the intangible, emotional value of owning a piece of property with historical significance and the charm and warmth of the highly-prized Craftsman era.

To this end, AdEase developed a creative campaign that touted a best of both world´s opportunity: the chance to own a unit in a beautiful, one-of-a-kind development that melded old-world craftsmanship with state-of-the-art amenities in a highly fashionable neighborhood.

The client and AdEase also decided on a hard-to-resist incentive: "Live free for a year!" knowing that word-of-mouth advertising would be increased by an offer of that magnitude.

Execution

A straightforward tagline, "Own a piece of history with all the modern conveniences," was concepted as the messaging platform for all the marketing materials.

Because AdEase´s research showed that the target demographic patronized businesses in the community and exhibited a strong neighborhood involvement, AdEase suggested advertising during the highly attended, annually held Hillcrest Pride Festival, a two-day neighborhood event.

AdEase´s unconventional media buy was with ´Scooter Media,´ a mobile billboard service that complimented the parade activities perfectly. The mobile billboards circled the event and parade route throughout the weekend and were strategically positioned throughout the Festival for maximum exposure.

AdEase arranged for the scooter drivers to be dresses as members of the enduringly popular entertainment group, The Village People. The scooter drivers handed out promotional gifts that included candies imprinted with Heritage on First´s contact information.

AdEase also negotiated and designed a custom event tent for Heritage on First, so information about the new development could be shared at the event.

Results

Over 125 qualified leads were generated from the two-day event. Traffic at the site increased measurably.

One week after the Festival marketing, two penthouses, one row home and the historic bungalow were sold.

Background

Daphne´s Greek Café was becoming the market leader in Greek restaurant chains nationwide. The expansion efforts were inhibited, however, by the chain´s lack of brand recognition and its traditional and over-used ´Acropolis´ themes and interior décor.

AdEase was retained to develop a fresh, timeless look and identity for the chain and to assist with rolling out the new identity in all markets.

Strategy

AdEase performed a 360-degree analysis of Daphne´s Greek Cafe so that a true feel of the organization was captured and understood. Customer surveys were implemented, employees and vendors were interviewed and a competitive analysis was undertaken.

With a clear understanding of DGC´s vision, goals, market strengths and customer base, AdEase was able to present a two-pronged strategic plan under the umbrella of a strong brand image which perfectly reflected the organization´s unique offerings in a highly competitive industry.

The first step of the plan encompassed overhauling the Café´s facilities with a new look and identity. The second prong encompassed a combination of advertising, public relations and grass roots marketing efforts to drive traffic to the newly refurbished Cafes.

Execution

AdEase´s research had shown that DGC had an upscale customer base. The target audience was educated, affluent and had a sophisticated palate. AdEase also discerned that they responded well to sophisticated humor and new twists on classic styles.

AdEase used these findings to develop an overarching brand identity that showcased DGC´s cultural roots with modern flair and sophisticated takes on Greek style. The new brand identity was designed to be applied in all advertising and marketing mediums and public relations promotions as well as for incorporation into the Cafes´ interior collateral and design aesthetic.

The new brand identity, expressed through a new logo, graphics, color palette and tagline, was seamlessly applied in each Café and included: On-site and ´To-Go´ menu designs, point of purchase, indoor signage and store displays, website redesign, in-store collateral, packaging and uniforms, retail packaging and outdoor signage.

The advertising, public relations and grass-roots marketing included strategies that were appropriate and/or easily tailored for all markets and which could be cost-effectively implemented. These included:

• - Customer Retention and Extension Programs

• - Primary Advertising Media Placement

• - Innovative Events and Public Interaction

• - In-store Promotions

Behind the scenes, AdEase’s team held regular meetings with Daphne´s decision-makers and provided concise and clear conference reports and project sheets with continual status updates advanced media placement schedules and timelines. The AdEase team also provided accurate budget management which increased cost efficiencies and allowed for re-assessing tactics throughout the roll-outs in each market.

Results

After the new branding and marketing initiative was completed, the DGC chain started reporting 30% annual growth. Individual units began generating annualized sales increases of over 12%

Daphne´s Greek Café is now the largest, fast-casual Greek restaurant chain in the United States with over 70 units nationwide.

Background

South Bay Community Services, founded in 1971, is a comprehensive health and human service organization operating out of Chula Vista, California. In 2005 SBCS introduced two new programs that provided health services for new and young families in the South Bay area. It focused on offering in-home visits, assistance and child screenings for low income families with newborns and young children up to five years of age.

Obstacle

SBCS received little response to these programs. There was little to no awareness in the community and information was not reaching the target demographic.

Strategy

AdEase was contracted to increase local awareness, phone traffic and appointments. AdEase reviewed all data regarding these programs and organized a focus group. The results of the focus group led to a brand strategy and bi-lingual community outreach campaign.

Media was selected to target English and Spanish speaking Hispanics in the South bay, with particular focus on community level placement. AdEase specifically targeted the neighborhoods and utilized outreach efforts and media that could precisely target the demographic.

• - Community Events

• - Event Signage

• - Event Posters

• - Door Hangers

• - Circulars

• - Mobile Billboards

• - Mall Displays

• - Bus Shelters

• - Bus Side Panels

AdEase implemented a call tracking system and monitored the results to proactively adjust the campaign. The entire campaign showcased an easy to memorize vanity number that enabled AdEase to access caller data, track results and develop reports.

Results

Within one month of AdEase implementing the "Baby First" and "Child Ready, School Ready" marketing campaigns, phone calls increased by 600%.

A recent statewide audit of 40 regional California public service initiatives singled out "Baby First" and "Child Ready, School Ready" as the most effective programs within this category in California.

Background

As a popular family-run business, the 22 unit Southern California restaurant chain, Oscar´s, was expanding into new markets and was required to change its name for trade marking reasons. Their fear was that they would lose their family brand image (and sales) if they were perceived as "going corporate."

Strategy

AdEase positioned the name change as a gift of love from Oscar (the patriarch of the business) to Pat (his wife of 40 years) by adding Pat´s name, and putting it first - Pat and Oscar´s. The launch of the new name was tied in with the restaurant´s 10-year anniversary and Pat and Oscar´s 40th wedding anniversary. This concept was carried through all advertising elements and reflected the focus on Oscar´s existing reputation as a family-run business offering exceptional quality at family-friendly prices.

The gift of love name change was picked up by all the major TV, radio and print media in San Diego and run as a heart-warming story of love, success, and delicious breadsticks. What was potentially a negative, was turned into a positive, and resulted in a 7% increase in sales.

Management

AdEase implemented a planning cycle of 6 months to keep track of budget and information flow between all the major players. We introduced a rigid structure of weekly, half day meetings to track progress, potential challenges, achievements and milestones. AdEase provided the leadership for these meetings and first facilitated the decision making process, and then managed the decisions made.

AdEase played a crucial role in the day to day budget allocation for the campaign and additionally, the core marketing budget. At each meeting, we provided an accurate presentation which clearly stated the current position of the campaign and served as a measurement of our success.

Results

Pat & Oscar´s updated name and brand were successfully launched and trademarked in 18 restaurants throughout Southern California, on time and on budget.

In addition to effectively changing the name of the restaurant without diminishing the public´s perception, sales increased 7% over prior year.