Surprisingly, while the historic rivalry between Avis and Hertz still draws the most comparisons today, Enterprise Holdings quietly gained the #1 spot in the late ’90s and hasn’t looked back.

Still, the chart below does hold some good news for Avis fans. Avis is now virtually neck-to-neck with Hertz in the number of locations served and most importantly, revenue. (Market Data – 2011 U.S.Car Rental Market, 2011)

It’s fair to ask, given the overall lackluster social media performance of the entire industry, why one would single out Avis for criticism?

The answer is simple. The “We Try Harder” campaign is part of the Avis DNA. At some level it is a part of the travel industry DNA as well and still is one of the most-recalled advertising campaigns of all time. It has an unmatched record for

Telling 2011 US Car Rental Market Share

connecting with the public in a way that pulled them from near bankruptcy to a healthy business now on equal footing with arch-rival Hertz. However, it is a huge, squandered social media opportunity. Here’s why:

• “We Try Harder” has all the key elements for a two-way dialog with consumers including a self-effacing, conversational tone that enjoys huge name recognition

• Like the 1960s, the auto rental industry is currently engaged in “me-too” marketing half-steps

• The time is ripe for another break-through campaign, only this time social media needs to be the driver (mass media no longer has “mass traction”)

• Leveraging “We Try Harder” is a social media natural for engaging in a wide range of lifestyle conversations with the affluent, educated travelling community with the added benefit to also offer enhanced, real-time, on-demand or travel services much like Delta or Southwest Airlines

 Opportunities Abound

Avis has basically caught up with Hertz. They do have to fend off further market share erosion to Enterprise, but getting back to #2 is within reach and the bragging rights for finally surpassing Hertz.

Hertz has much less of a “connection message” but has been more pro-active in social media. A quick Twitter comparison is indicative of Hertz and Avis social media efforts across various platforms:

Hertz Twitter numbers blow away Avis

The Twitter engagement numbers are not even close. The question is: “What would happen if Avis really did ‘Try Harder’ in social media? Surprisingly, Avis doesn’t even offer a Facebook, Twitter, or YouTube icon on their home page.

LL Bean provides many ways for lifestyle engagement

By contrast, mail order and Internet powerhouse LL Bean’s uses multiple Facebook pages and many options for sticky conversations.

Summary

The Avis “We Try Harder” advertising campaign with its honest voice and demonstrated resonance with the public is a natural for a establishing a social media program on steroids. Virtually every campaign element developed over four decades is ripe for creating sticky conversations.

With all the car rental industry leaders running pedestrian social media efforts, Avis has another opportunity for shaking up the industry. In fact, there is a new reason for a sense of urgency for Avis. Arch-rival Hertz has been courting #4-ranked Dollar Thrifty Automotive Group off-and-on for the last two years. Should this deal be consummated, Avis will again become a very distant 3rd in the industry.

If for no other reason, Avis should now leverage their legendary campaign and name recognition more aggressively through a comprehensive range of Social Media platforms.

Works Cited

AdAge. (2011, July). TOP 100 ADVERTISING CAMPAIGNS. Retrieved February 28, 2012, from adage.com: http://adage.com/century/campaigns.html

Advertising Greatness-2 Avis. (2009, September 29). Retrieved February 26, 2012, from SellSellBlog: http://sellsellblog.blogspot.com/2008/09/advertising-greatness-2-avis.html

Avis Case Study. (2012). Retrieved February 2012, from Create Marketing: http://www.createmarketing.co.uk/pdf/avis-case-study.pdf

Market Data – 2011 U.S.Car Rental Market. (2011). Retrieved February 29, 2012, from Auto Rental News: http://www.autorentalnews.com/fileviewer/1410.aspx

Owyang, J. (2010). /rise-of-social-commerce-webinar. Retrieved February 27, 2012, from Slideshare.net: http://www.slideshare.net/jeremiah_owyang/rise-of-social-commerce-webinar

Parten, C. (2011, July 11). Top Ad Campaigns of the 20th Century. Retrieved February 28, 2012, from CNBC.com: http://www.cnbc.com/id/43673665/Top_Ad_Campaigns_of_the_20th_Century

Wilson, B. (2010, July). Step Into Delta Air Lines’ Social Media Lab. Retrieved February 2012, from Aviatiuon Week: http://www.aviationweek.com/aw/blogs/commercial_aviation/ThingsWithWings/index.jsp?plckController=Blog&plckBlogPage=BlogViewPost&newspaperUserId=7a78f54e-b3dd-4fa6-ae6e-dff2ffd7bdbb&plckPostId=Blog%3a7a78f54e-b3dd-4fa6-ae6e-dff2ffd7bdbbPost%3a39e76505-520

Avis_We try Harder?

The campaign is legendary:

“We Try Harder”

In fact AdAge lists this business-saving Avis campaign as #10 in their top 100 advertising campaigns of all time.

So what happened? Avis Car Rental started playing their classic ‘David vs. Goliath’ card against arch-rival Hertz in 1962. At the time Avis only had 11% of the US car rental business. Worse, it hadn’t been profitable in 13 years.

Life was good for Hertz. A quick peek at one of their 1960′s ads gives one a sense of their leadership confidence as well as a very different American social landscape.

Early 1960s Hertz Ad

But Hertz and the nation as a whole were  ripe for a game-changing campaign.

To take them on as a client, Bill Bernbach of the Doyle Dane Bernbach (DDB) advertising agency demanded from Avis total creative control and internal changes in training and service policies at Avis as part of his turnaround strategy. Bold. Decisive. And it worked. Immediately.

Playing off their number 2 status, DDB crafted a ground-breaking series of self-effacing ads that created a brand personality and connected with their community and the general public through traditional mass media. (Advertising Greatness-2 Avis, 2009)

Within a year Avis turned profitable. By 1966 the Avis market share tripled to 35%. Now pushing 40, the “We Try Harder” campaign is one of the longest-ever ad campaigns in history.

Classic Avis "We Try Harder" Ads

However, basking in its glory days may be the biggest problem Avis has in connecting with their desired audience.

Pushing 40 and being successful isn’t a bad thing for Avis’ “We Try Harder” campaign. But is it the best thing? Sadly, the answer is “no”. Avis seems to be showing its age. Not so much for the still-brilliant campaign, but for their tepid, almost non-existent social media presence.

Fast Forward to 2012

As evidenced by the Delta Air Lines example the travel industry is not only using social media, they are creating an ongoing dialog with customers. Delta has created a Social Media Lab that is on the forefront of  rethinking the travel experience from a customer perspective.

Delta Airlines Finds Traction On Facebook

Delta has trained and redeployed reservation agents to their Social Media Lab to help service customers via multiple social media channels (including Twitter and Facebook).

As pointed out in the Rise of Social Commerce, Delta’s Ticket Window (now morphed to Ticket Counter) on allows for friends and family to share group travel events via their Away We Go Facebook travel planner app. Delta Assist and Ideas in Flight provide other ways to connect or find help through Facebook. (Wilson, 2010)

While the travel industry in general has embraced social media, closer to home to Avis the car rental market seems to be stuck in low gear. Social media activity among the Big 3 is rather limited.

In the Big 3 of the US car rental market, Avis is now #3. Yes, the perennial number #2 “We try Harder” is now third. However, arch-rival Hertz no longer leads the pack and is now #2–and a distant #2 at that. Enterprise Holdings (consisting of Alamo Rent A Car, Enterprise Rent-A-Car, and National Rent-A-Car) is now top dog with revenues nearly matching ALL of the other top 12 car rental agencies.

Can Avis Meet The Challenge?

Find out in Part Two

Works Cited:

AdAge. (2011, July). TOP 100 ADVERTISING CAMPAIGNS. Retrieved February 28, 2012, from adage.com: http://adage.com/century/campaigns.html

Advertising Greatness-2 Avis. (2009, September 29). Retrieved February 26, 2012, from SellSellBlog: http://sellsellblog.blogspot.com/2008/09/advertising-greatness-2-avis.html

Avis Case Study. (2012). Retrieved February 2012, from Create Marketing: http://www.createmarketing.co.uk/pdf/avis-case-study.pdf

Market Data – 2011 U.S.Car Rental Market. (2011). Retrieved February 29, 2012, from Auto Rental News: http://www.autorentalnews.com/fileviewer/1410.aspx

Owyang, J. (2010). /rise-of-social-commerce-webinar. Retrieved February 27, 2012, from Slideshare.net: http://www.slideshare.net/jeremiah_owyang/rise-of-social-commerce-webinar

Parten, C. (2011, July 11). Top Ad Campaigns of the 20th Century. Retrieved February 28, 2012, from CNBC.com: http://www.cnbc.com/id/43673665/Top_Ad_Campaigns_of_the_20th_Century

Wilson, B. (2010, July). Step Into Delta Air Lines’ Social Media Lab. Retrieved February 2012, from Aviatiuon Week: http://www.aviationweek.com/aw/blogs/commercial_aviation/ThingsWithWings/index.jsp?plckController=Blog&plckBlogPage=BlogViewPost&newspaperUserId=7a78f54e-b3dd-4fa6-ae6e-dff2ffd7bdbb&plckPostId=Blog%3a7a78f54e-b3dd-4fa6-ae6e-dff2ffd7bdbbPost%3a39e76505-520

Sure the ever-changing landscape of Social Media can be confusing, but it is also very rewarding. And in terms of not having time–well, you better make.

Recent surveys from Zoomerang and Nielsen slice and dice the Social Media advantage by the numbers–something which every business owner can understand.

First of all, Nielsen finds that 80% of Americans now use a Social Network. Drilling deeper, Social Media users represent the sweet spots in active lifestyles, spending power and as influencers:

Social Media Users life active lifestyles, spend, and influence peers - Nielsen

It gets even better for SMBs. Businesses that have begun using Social Media cite as their top three reasons:

1. Connecting with customers
2. Visibility
3. Self Promotion

Why Businesses Leverage Social Media - Zoomerang

Still not convinced? Then read: 26 Promising Social Media Stats for Small Businesses

To see and download the reports referenced above, please follow these links:

Pinterest Pin Categories

From Architecture and Art through DIY & Crafts, Film, Music & Books, Food & Drink, Geek, Humor, Kids, Pets, Sports, Travel & Places and on through Women’s Apparel and many, many more you’ll find category by category stunning photography and illustrations.

Companies are advised to “build a board” or folder of rich images that tells their story visually and through short (shorter the better) descriptions.

Take a look at this page and how one image with a short, compelling message cuts through the clutter:

Pinterest - Engage the Viewer

Think the “KISS” rule.

Keep It Simple with these 3 basic Do’s & Don’ts:

Do:

1. Choose creative images that appeal to viewers emotionally and reflects your vision. Compile those images on a board or in a folder.
2. If it is a product or service, think “Outcome”- Can it create a beautiful or interesting product? Look at ways customers will use it or the settings in which they may use it. If a service, how does it enrich their life or solve a problem?
3. Keep copy short. Think ‘headlines’ as much as possible.

Don’t:

1. Hard sell. Check that expensively developed corporate copy at the door.
2. Forget to “Pin It”. Add “Pin It” buttons to your website, blogs and any of your social channels that offer the capability.
3. Behave. If you “Pin” in shameless self-promotion you will not reap the full benefits but you will undermine Pinterest’s etiquette guidelines (see below) . Share images and thoughts that are meaningful and engage on a personal level.

Straight from the Pinterest “Invited” page:

Pinterest Etiquette: Try to…

• Be Nice!
• Be Creative. The best pinboards mix products, art, recipes and images from all across the web. Try not to pin everything from a single source.
• Give Credit. If you blog about an item you found on Pinterest, it’s nice to credit your fellow pinners by linking back to the original pin.

Sources cited:

Pinterest Another Social Platform or New Business Tools for Brands?

How Pinterest Is Becoming the Next Big Thing in Social Media for Business

Is Pinterest the Next Social Media Phenomenon?

What to pin, and what not to pin, on Pinterest

Experience some of  the Pinterest Pack leaders:

41 Great Examples of Pinterest Brand Pages

11 Must-Follow Nonprofits on Pinterest

7 Examples of Brands That Pop on Pinterest

The numbers speak for themselves. In December 2010 the site registered more than 7-million unique visitors. Better still,  stats from Shareaholic show that it is driving more traffic to company websites and blogs than giants YouTube, Goggle+ and LinkedIn combined.

Effective corporate social marketing? Yes. Same old promotional approach? Absolutely not.

Pinterest is personal. First and foremost Pinterest is an online visual pin board that allows you, according to the site, “organize and share things you love.” Instant replay for all marketers: “Organize and share things you love.” Never lose sight of that basic premise, because that is why millions of people are flocking to get pinned. People first, not customers or consumers. Ordinary people from all walks of life.

Of course these ordinary people have extraordinary demographics. The average user is between 25 and 44. 58% are women. Most have had some college and above average incomes. They are all here for a visual experience, not a bunch of clever copy.

The visual diversity of Pinterest is stunning. Fortunately the site is organized by popular topics. For example:

See Full Post

]]> http://dahlcache.com/2012/02/19/pinterest-blog-title/feed/ 0 dahlcache Pinterest Sweet Spot http://dahlcache.com/2012/02/12/mobile-engagement-the-ahh-in-ooh/ http://dahlcache.com/2012/02/12/mobile-engagement-the-ahh-in-ooh/#comments Mon, 13 Feb 2012 03:50:45 +0000 dahlcache http://dahlcache.wordpress.com/?p=120 ]]> Mobile engagement is getting to be more than skin deep. Today, mobile marketing is the ‘Ahh’ in OOH or Out-of-Home advertising and marketing.

Mobile marketing and OOH traditional principals require a deeper brand engagement and consumer learning engagement  that continue to create richer user experiences while providing the statistics that fuels sales (and social media, marketing budgets).

This is serious global business. For starters, mobiThinking has done a great job of pulling together what they call “the essential compendium of need-to-know statistics” about “mobile marketing research, mobile Web stats, subscribers, ad revenue, usage, trends” and much more.

A good example of how mobile marketing goes well beyond simple app gimmicks can be found with the likes of Golden Gekko, a mobile web platform and application development company.

Golden Gekko’s LocalSearch product may feel a bit like one of my domestic favorite, Poynt. And LocalOffers comes across like a much smarter Groupon. But when you get to their WorkForce (a tablet CMS, think Salesforce) and SelfCare, a customer service tool, you can see that the entire package includes the skin, bones, and intelligence needed to make smart business decisions on the go and a business model for customization that drives revenue.

However, Golden Gekko was bred in Europe, and, as such, has to think beyond borders. Their global offices reflect the new model and includes a strong Asian presence. This is an important consideration when comparing our huge North American market as seen primarily through a US lens.

Most of Europe and much of Asia must think beyond their borders simply because they often lack the population or domestic market size to justify narrow applications. Populations and languages are far more diverse as well. In short, they tend to think globally in terms of mobile market development.Europe was notable in early adoption of text messaging and early mobile marketing. With a quick look a major telecoms and manufacturers (beyond Apple), you’ll see many are European or Asian-based global enterprises that drove much of today’s mobile innovations.

Companies like Golden Gekko are a natural part of that global ecosystem and their mobile marketing platforms reflect that world focus. It is also why US companies generally have to find regional partners to penetrate those rich, established or emerging markets. On the global playing field it is critical that viable platforms address all or most of these key needs: Mobile strategy support and backend platform integration across multiple languages and currencies, middleware, and content management offerings.

Sources cited:

http://www.goldengekko.com/?page_id=1056

http://mobithinking.com/mobile-marketing-tools/latest-mobile-stats

Here are a few other sources that may be of interest when gauging global application development and the explosive growth in Asian mobile adoption rates:

http://en.ooh-tv.com/category/category/marketing-mobile/

http://sgentrepreneurs.com/commentary/2011/09/02/the-future-is-shiny-for-asias-mobile-apps-ecosystem/

http://www.clickz.asia/5446/digital_marketing_in_2012_year_of_application

For consumers there doesn’t appear to be a downside short of “fatigue” at the relentless stream of online offers. Daily deals offering 40 to 60 to even 90% certainly seems like a great opportunity that borders on being “too good to be true”.

Is it too good to be true? It depends on what side of the equation you are on: Consumer or Merchant? For many businesses acquisition of new customers may come at too high of cost, often a 75% premium (e.g., 50% discount and 50% fee based on discounted amount = 75%). If there is no incentive to remain a loyal customer and few tools to ensure retention, then this is a business model in trouble as the economy improves and merchants no longer need–or can afford–deep discounts.

The model is even less favorable when repeat customers use Groupon for their ordinary shopping or services purchase. From Mashable to mainstream financial observers, questions abound when it comes to the long-term success of Groupon’s current business model.

Despite a hefty IPO and cash generation, the future of Groupon depends on lower customer acquisition costs moving forward and much more robust customer retention tools. Heavyweights like Goggle, Foursquare and a wide array of new startups only further illustrate that the Groupon model is relatively simple to clone. At the end of the day, most merchants will opt for a marketing solution with lower acquisition costs and higher repeat business.

As a consumer I personally take advantage of special offers and coupons (often via Staples Rewards and some manufacturer’s coupons). However, the daily dose from Groupon grew to be yet another email management issue. After a few weeks I cancelled my subscription. In all fairness, my focus probably doesn’t fit the normal profile.

As a business entrepreneur, I would desire additional retention and tracking tools for engaging prospects or repeat customers. It would have to be a very special market awareness need or one-time offer for me to consider anything close to a 75% premium.

But that’s just me — what about you? Are you a Groupon Fan, or Pan?