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BLIMPIE: FORMING A RETAIL MARKETING STRUCTURE

SITUATION

BLIMPIE, a restaurant selling deli-style fare at QSR prices, was in a bind. With locations in 147 DMAs, BLIMPIE had the scope of a national brand; however, with below-average QSR store sales, weak asset penetration and fragmented marketing resources, it had the marketing presence of a regional player. Additionally, a long period of declining sales and store closings led to a significant decrease in working national media. Within this framework, BLIMPIE looked to RAZOR to create and execute a new DMA level marketing system that would help right the ship and ease the growing unrest among BLIMPIE franchisees.

FOUNDATION

Before suggesting a solution, RAZOR took a fresh look at BLIMPIE's situation and quickly realized that there were three keys to creating an effective DMA level marketing system: innovation, effective systems management and a structure that was an extension to BLIMPIE Marketing.

BLUEPRINT

RAZOR started from the ground up and developed a DMA level marketing structure that would provide national tools and efficiencies, while leveraging existing BLIMPIE franchisee strengths. To support and strengthen existing BLIMPIE Field Marketing efforts, we dedicated a RAZOR Retail Marketing team to the cause and assigned an Insight Leader to drive marketing strategy and guide planning. After supplying BLIMPIE with the appropriate people power, RAZOR set about solving problems. Our Marketing Team and Broadcast Planning partner developed a streamlined process of planning, packaging and executing media plans across all markets. We segmented broadcast markets based on media efficiency and ROI, and created a market-by-market automated print planning and execution process. RAZOR also developed interactive tools and services that enabled BLIMPIE to operate their DMA marketing more efficiently, including the ability to calculate multiple media plan scenarios and budget impacts, and automated the local market approval process.

RESULTS

The results of RAZOR's retail marketing structure have been positive, both from efficiency and revenue standpointS. It now takes fewer associates to handle the work, and all 147 DMA co-ops have their plans executed annually, with quarterly reviews and modifications built in. The plan also reversed a negative sales trend by increasing Average Unit Sales YTD by 9.4%, creating the highest number of positive sales weeks in four years.
Spending fewer resources to net more revenue? That's a model RAZOR likes to replicate.

Blimpie

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