John Kupiec

Hired by six franchisees of a major sandwich-restaurant chain to increase brand awareness as a way of boosting revenue and profits. The clients’ lack of business savvy produced deep skepticism about the effectiveness of broadcast advertising and profound preference for price-cutting through couponing.

Convinced the group to invest area marketing funds in a different plan for promoting the brand. Countered client preferences by launching an aggressive TV campaign showcasing product and highlighting locations. Pioneered limited-time-only promotions to introduce a wide range of new, non-sandwich products and won corporate approval to reengineer traditional items to meet specific market needs. Introduced repeat-purchase programs and partnerships with civic organizations. Used a portion of vendor rebates to build a network of field representatives that strengthened communications, assisted franchisees improve business operations, and helped raise store performance through devices such as the secret-shopper program.

During the 22 years of the agency’s service, products, media strategy, and vendor-fund usage initially created for local consumption went national often reversing negative sales trends and maintaining a growth curve. The company received every franchisor award ever presented multiple times.

A large, top-brand auto dealer asked the agency to find a way to more than triple the firm’s market share. Driven by sharing the designated marketing area with eight aggressive competitors, the client voiced a willingness to consider all promotional ideas. Area car dealers focused on price and product feature promotions and salespeople employed antagonistic negotiating techniques.

Devised a completely foreign “pre-priced” selling system as the innovative alternative to the customer having to bargain with the dealer. Used vehicle demand and availability to determine the displayed asking price which neither customer nor salesperson could change. Shifted compensation from commission to salary-plus-bonus, which ultimately raised earnings and improved morale. Installed a showroom scheduling tool that produced better floor coverage without increasing on-duty hours. Eventually trademarked the “fixed price” concept and introduced the plan at a national trade show resulting in a growing number of dealers nationwide adopting non-confrontational methods.

The client’s share of new-car sales doubled as did used-car profits. Reduced advertising revenue registered as the program’s only negative.

A national sub-sandwich franchise experiencing double-digit sales decline faced member discontent, rapidly increasing store closures, and a threatened class-action suit alleging fraudulent appropriation of marketing dollars. No funds or senior-management interest existed for attempting a turnaround. However, upon arrival, a new ownership group requested a rescue strategy.

Presented to the replacement CEO and CMO a renovation program of local, co-operatively financed, media-driven, non-price-oriented promotion called the Marketing Action Team. Invested personal time and money to test market the idea in eight locations. After trial participants experienced double-digit sales increases, travelled to 50 markets in 50 days championing the plan’s and the agency’s ability to save the brand. Convinced franchisees in every market to invest advertising funds in the effort and mentored owners on how to take the most effective actions. Oversaw implementation of the program across the chain.

The campaign rejuvenated the company, put revenue back on track, and drastically reduced store closures. The resulting boost in system-wide morale caused a tabling of the class-action suit.