Nuwe resepte

Burger King trol Trump -administrasie met 'n kommersiële netto neutraliteit

Burger King trol Trump -administrasie met 'n kommersiële netto neutraliteit

Die advertensie van byna 3 minute verduidelik die netneutraliteit deur Whoppers te gebruik

Burger King het 'n nuwe advertensie gepubliseer wat die Trump -administrasie se besluit om netneutraliteit te herroep, bespot, waardeur internetverskaffers die pryse kan laat styg vir vinniger snelhede en inhoud kan censureer of prioritiseer. Om hierdie gevolge in leek se terme te verduidelik, het die burgermerk 'n sosiale eksperiment met hul eie kliënte en Whopper -toebroodjies uitgevoer.

In die snit van byna drie minute lank moet restaurantgaste wat Whoppers teen die normale prys van $ 4,99 bestel, lank wag om hul bestellings te ontvang. Om vinniger etes te ontvang, kan klante $ 12,99 betaal vir vinnige diens of $ 25,99 vir hiper-vinnige "MBPS", wat beteken "hamburgers per sekonde maak."

Hierdie uitspraak het mense woedend gemaak omdat kliënte met hoër betalings eers kos gekry het. Maar toe hulle besef dat hulle proefkonies was in die 'Whopper Neutrality' -toets, het elke ontstoke klant die moontlike skadelike gevolge van die opheffing van netneutraliteit verstaan.

'Ons glo dat die internet soos Burger King -restaurante moet wees, 'n plek wat nie voorrang geniet en almal verwelkom nie,' het die ketting se wêreldwye hoofbemarkingsbeampte, Fernando Machado, gesê. 'Daarom het ons hierdie eksperiment gemaak om die aandag te vestig op die moontlike gevolge van netneutraliteit.

Die advertensie eindig met die gelukbringer van Burger King wat uit 'n groot Reese's Peanut Butter Cup -beker drink - 'n knal by die voorsitter van die Federal Communications Commission, Ajit Pai, waarvan bekend is dat hy een by konferensies drink.

En dit is 'n treffer onder kykers.

'Netneutraliteit herroep: ek slaap. Whopper -neutraliteit herroep: oë wyd oop, ”het Lumpy Pliskins op Youtube gesê.

'Geen grap nie, net as gevolg hiervan gaan ek 'n week lank eet. Dankie BK, ek was nog altyd lief vir u en sal altyd hou, ”het Hydrazkiller gesê.

'Dankie, Burger King en om as 'n verantwoordelike korporasie op te tree en die onkundige massa te leer oor netneutraliteit en hoe hulle hul regte prysgee deur niks te doen nie,' het MaJieMao geskryf.

Vir meer inligting oor die in Florida gebaseerde, polities aktiewe kitskosreus, is hier tien dinge wat u nie van Burger King geweet het nie.


My 2018 -adverteerder van die jaar het 'n lus vir groot idees

Sedert die finansiële krisis van 2008 en die ineenstorting van Lehman Brothers, het ondernemings risiko's ingehou. Dit geld ook hul bemarkingsbedrywighede. Maar telkens is daar genoeg bewyse dat, in die huidige vinnig bewegende omgewing en die versnelde tempo van tegnologiese innovasie, die risiko nie die grootste risiko is nie.

My 2018-adverteerder van die jaar is nie 'n begin nie. Dit is 'n 65-jarige onderneming. Dit is nie 'n sexy tegnologie- of vermaaklikheidsonderneming nie. Dit is 'n outydse, lae tegniese uitrusting, wat al generasies lank nie verander het nie. Dit is nie die gorilla van 800 pond nie en dit het nie die diepste sakke nie. Dit is eintlik 'n uitdagermerk.

Selfs as net die vierde of vyfde grootste handelsmerk in die vertikaal, domineer dit egter die gesprek, en groter handelsmerke kyk voortdurend agter hul kollektiewe skouers om te sien wat volgende gaan gebeur. Hierdie handelsmerk omvat gewaagde risiko's en advertensies wat die koevert afdruk en, dit is belangrik, dit van sy mededingers onderskei.

Hierdie handelsmerk, en my keuse vir 2018 se adverteerder van die jaar, is Burger King.

In 2010 het 3G Capital, 'n private-ekwiteitsfonds onder leiding van 'n groep Brasiliaanse beleggers, $ 3,3 miljard vir Burger King betaal. Die transaksie is destyds bespot omdat die prys hoog geag is vir 'n ketting wat as 'n afname beskou word, in 'n ekonomie wat nog steeds van die mees onlangse finansiële krisis afwyk. Tog het die beleggers $ 1,2 miljard van sy eie kontant in die transaksie geplaas en het dit in die jare daarna verskeie kere gemaak. In 2017 is BK na raming $ 12,5 miljard werd.

Niemand lag nou nie. Onder 3G het Burger King 3 dinge gedoen:

  • Dit het restaurante vinnig oorgedra na operateurs en gekoppelde refranchise handel oor die verbouingsvereistes.
  • Dit het aggressief begin om plekke op internasionale markte te ontwikkel.
  • Dit het algemene en administratiewe uitgawes tot op die been gesny en sodoende die oorhoofse koste per restaurant met byna twee derdes verminder.

Die belangrikste is dat BK weer gefokus het op bemarking en advertensies. Private ekwiteit beskou bemarking gewoonlik as 'n uitgawe, en nie as belegging nie, en daarom beperk hulle dikwels hierdie tipe uitgawes. Maar 3G Capital het gedink dat die handelsmerk wat hulle gekoop het, groter was as die onderneming.

Fernando Machado, CMO van Burger King

Een van die eerste bewegings van BK was die aanstelling van 'n baanbrekende CMO by Unilever. Fernando Machado is bekend as 'n innoveerder en 'n risiko-akteur en veral die bekendste vir Dove se 'Real Beauty' voordat hy by Burger King aangesluit het. Machado het 'n FBI-opgeleide forensiese kunstenaar aangestel om twee blinde sketse vir elkeen van verskeie vroue te teken-die eerste op grond van hoe ander vroue hulle beskryf, en die tweede oor hoe hulle hulself beskryf het. Die verrassende verskille tussen die tekeninge het getoon hoe baie vroue hulself oordeel. Die video is geplaas met die byskrif "Jy is mooier as wat jy dink," en het meer as 80 miljoen kyke op YouTube gekry.

Onder Machado het BK begin waarheen ander handelsmerke tradisioneel bang was om te trap. Die bereidwilligheid om veldtogte oor sosiale kwessies te voer, is gewoonlik 'n beeld en 'n finansiële potensiaal vir adverteerders. Dit word egter op 'n outentieke en geloofwaardige manier gedoen. En dit word nie gedoen ten koste van die verkoop van hamburgers nie. Alhoewel dit doelgerig is, word die advertensies goed gebrandmerk en word die wins behaal.

In 'Bullying Jr.', 'n PSA-agtige anti-boelie-veldtog wat deur die advertensieagentskap van David Miami geskep is (soos die meeste van die werk hier), kan 'n mens dink dat die idee om 'n Whopper Jr. te boelie te dom sou wees om te werk maar uiteindelik werk die boodskap daarvan. Dit toon duidelik 'n hartseer waarheid oor afknouery - dat afknouery moontlik is as omstanders die ander kant draai eerder as om betrokke te raak.

Vroeër in sy ampstermyn by Burger King het Machado die restaurant vierkantig aan die kant van LGBT -Amerikaners geplaas deur sy Whoppers in reënboogpapier vir Pride Week toe te draai.

In die "Whopper Neutrality" -stunt is dit die besluit van die Trump -administrasie om netneutraliteit op te skort, wat internetverskaffers in staat sal stel om pryse te verhoog vir vinniger snelhede en inhoud te censureer of te prioritiseer. Netneutraliteit is 'n ingewikkelde onderwerp; dit is waar Burger King ingekom het en die hele saak in leek se terme verduidelik het, sodat mense 'n ingeligte besluit kan neem.

BK beklemtoon sy kenmerkende vlamgeroosterde tegniek lank op buitengewone maniere. Verlede jaar was daar 'n reeks gedrukte advertensies, waarop foto's van werklike BK-restaurante ten volle aan die brand gesteek is om mense daaraan te herinner dat BK altyd sy hamburgers aan die brand steek. Hierdie jaar, op die Nasionale barmhartige Samaritaan-dag, het BK, eerder as om 15 minute te spandeer om 'n stomme sosiale pos op te slaan, die ekstra myl geloop met 'n prettige stunt in die regte wêreld-'n motorbrand aan die kant van 'n snelweg aangebring en dan 'n spesiale aanbieding aangebied behandel die barmhartige Samaritane wat opgehou het om te help.

Die ketting se meedoënlose fokus op kreatiwiteit is gegrond op kragtige insigte van verbruikers. Soos verwag kan word van 'n private -ekwiteitsfirma wat aan getalle leef en sterf, beteken 3G Capital se affiniteit vir data dat dit alles meet - van die algemene gesondheid van die handelsmerk en verkope tot die aantal mense wat die restaurante binnekom. Besluite word aangevoer deur data, maar word nie alleen bepaal nie. BK -bemarkers pas oordeel en vaardigheid toe by die beoordeling van risiko's en die potensiaal van idees.

Machado het Burger King ook na 'n tegnies vindingryke gebied gelei deur die Google Home -toestelle in 2017 te "binnedring": BK het 'n advertensie op YouTube bekendgestel en 'n akteur wat 'n BK -werknemer speel, sê vir die kamera: 'OK, Google, wat is die Whopper -burger? ” Dit het Google Homes in kykers se huise veroorsaak om die eerste paragraaf van die Wikipedia -inskrywing oor die Whopper af te rammel.

Verlede jaar, vir die bekendstelling van sy nuwe app, het BK GPS -tegnologie aangeneem. Dit word 'Whopper Omweg' genoem, en het 'n aanbod van 1 ¢ vir die Whopper gemaak - maar slegs beskikbaar vir mense wat 600 meter van enige McDonald's -ligging af is. By die plasing van die bestelling het dit dus kliënte van die McDonald's af 'ontwyk' en na die naaste Burger King -restaurant gestuur om te kom haal.

BK -advertensies is ondervinding en doelgerig. Die video's is baie indrukwekkend en emosioneel, en die spesifiekheid van die advertensie se produkfokus laat die uitvoeringskonteks breed speel en boeiend wees. Die advertensies bly vars en relevant deur te zigging en zagging met behulp van vinnige, kort treffers, dikwels aktuele advertensies om aandag te trek.

Kortom, dit voel meer soos 'n publikasie met baie verskillende artikels en onderwerpe as die lineêre benadering van tradisionele advertensies.


My 2018 -adverteerder van die jaar het 'n lus vir groot idees

Sedert die finansiële krisis van 2008 en die ineenstorting van Lehman Brothers, het maatskappye 'n groot risiko gehad. Dit geld ook vir hul bemarkingsbedrywighede. Maar telkens is daar genoeg bewyse dat, in die huidige vinnig bewegende omgewing en die versnelde tempo van tegnologiese innovasie, die risiko nie die grootste risiko is nie.

My 2018-adverteerder van die jaar is nie 'n nuwe onderneming nie. Dit is 'n 65-jarige onderneming. Dit is nie 'n sexy tegnologie- of vermaaklikheidsonderneming nie. Dit is 'n outydse, lae tegniese uitrusting, wat al generasies lank nie verander het nie. Dit is nie die gorilla van 800 pond nie en dit het nie die diepste sakke nie. Dit is eintlik 'n uitdagermerk.

Selfs as net die vierde of vyfde grootste handelsmerk in die vertikaal, domineer dit egter die gesprek, en groter handelsmerke kyk voortdurend agter hul kollektiewe skouers om te sien wat volgende gaan gebeur. Hierdie handelsmerk omvat gewaagde risiko's en advertensies wat die koevert afdruk en, dit is belangrik, dit van sy mededingers onderskei.

Hierdie handelsmerk, en my keuse vir 2018 se adverteerder van die jaar, is Burger King.

In 2010 het 3G Capital, 'n private-ekwiteitsfonds onder leiding van 'n groep Brasiliaanse beleggers, $ 3,3 miljard vir Burger King betaal. Die transaksie is destyds bespot omdat die prys hoog geag is vir 'n ketting wat as 'n afname beskou word, in 'n ekonomie wat nog steeds van die mees onlangse finansiële krisis afwyk. Tog het die beleggers $ 1,2 miljard van sy eie kontant in die transaksie geplaas en het dit in die jare sedertdien in werklikheid verskeie kere gemaak. In 2017 is BK na raming $ 12,5 miljard werd.

Niemand lag nou nie. Onder 3G het Burger King 3 dinge gedoen:

  • Dit het restaurante vinnig oorgedra na operateurs en gekoppelde refranchise handel oor die verbouingsvereistes.
  • Dit het aggressief begin om plekke op internasionale markte te ontwikkel.
  • Dit het algemene en administratiewe uitgawes tot op die been gesny en sodoende die oorhoofse koste per restaurant met byna twee derdes verminder.

Die belangrikste is dat BK weer gefokus het op bemarking en advertensies. Private ekwiteit beskou bemarking gewoonlik as 'n uitgawe, en nie as belegging nie, en daarom beperk hulle dikwels hierdie tipe uitgawes. Maar 3G Capital het gedink dat die handelsmerk wat hulle gekoop het, groter was as die onderneming.

Fernando Machado, CMO van Burger King

Een van die eerste bewegings van BK was die aanstelling van 'n baanbrekende CMO by Unilever. Fernando Machado is bekend as 'n innoveerder en 'n risiko-akteur en veral die bekendste vir Dove se 'Real Beauty' voordat hy by Burger King aangesluit het. Machado het 'n FBI-opgeleide forensiese kunstenaar aangestel om twee blinde sketse vir elkeen van verskeie vroue te teken-die eerste op grond van hoe ander vroue hulle beskryf, en die tweede oor hoe hulle hulself beskryf het. Die verrassende verskille tussen die tekeninge het getoon hoe baie vroue hulself oordeel. Die video is geplaas met die byskrif "Jy is mooier as wat jy dink," en het meer as 80 miljoen kyke op YouTube gekry.

Onder Machado het BK begin waarheen ander handelsmerke tradisioneel bang was om te trap. Die bereidwilligheid om veldtogte oor sosiale kwessies te voer, is gewoonlik 'n beeld en 'n finansiële potensiaal vir adverteerders. Dit word egter op 'n outentieke en geloofwaardige manier gedoen. En dit word nie gedoen ten koste van die verkoop van hamburgers nie. Alhoewel dit doelgerig is, word die advertensies goed gebrandmerk en word die wins behaal.

In 'Bullying Jr.', 'n PSA-agtige anti-boelie-veldtog wat deur die advertensieagentskap van David Miami geskep is (soos die meeste van die werk hier), kan 'n mens dink dat die idee om 'n Whopper Jr. te boelie te dom sou wees om te werk maar uiteindelik werk die boodskap daarvan. Dit toon duidelik 'n hartseer waarheid oor afknouery - dat afknouery moontlik is as omstanders die ander kant draai eerder as om betrokke te raak.

Vroeër in sy ampstermyn by Burger King het Machado die restaurant vierkantig aan die kant van LGBT -Amerikaners geplaas deur sy Whoppers in reënboogpapier vir Pride Week te draai.

In die "Whopper Neutrality" -stunt is dit die besluit van die Trump -administrasie om netneutraliteit op te skort, wat internetverskaffers in staat sal stel om pryse te verhoog vir vinniger snelhede en inhoud te censureer of te prioritiseer. Netneutraliteit is 'n ingewikkelde onderwerp; dit is waar Burger King ingekom het en die hele saak in leek se terme verduidelik het, sodat mense 'n ingeligte besluit kan neem.

BK beklemtoon sy kenmerkende vlamgeroosterde tegniek al lank op buitengewone maniere. Verlede jaar was daar 'n reeks gedrukte advertensies, waarop foto's van werklike BK-restaurante ten volle aan die brand gesteek is om mense daaraan te herinner dat BK altyd sy hamburgers aan die brand steek. Hierdie jaar, op die Nasionale barmhartige Samaritaan-dag, het BK, eerder as om 15 minute te spandeer om 'n stomme sosiale pos op te slaan, die ekstra myl geloop met 'n prettige stunt in die regte wêreld-'n motorbrand aan die kant van 'n snelweg aangebring en dan 'n spesiale aanbieding aangebied behandel die barmhartige Samaritane wat opgehou het om te help.

Die ketting se meedoënlose fokus op kreatiwiteit is gegrond op kragtige insigte van verbruikers. Soos verwag kan word van 'n private -ekwiteitsfirma wat aan getalle leef en sterf, beteken 3G Capital se affiniteit vir data dat dit absoluut alles meet - van die algemene gesondheid van die handelsmerk en verkope tot die aantal mense wat die restaurante binnekom. Besluite word aangevoer deur data, maar word nie alleen bepaal nie. BK -bemarkers pas oordeel en vaardigheid toe by die beoordeling van risiko's en die potensiaal van idees.

Machado het Burger King ook na 'n tegnies vindingryke gebied gelei deur die Google Home -toestelle in 2017 te "binnedring": BK het 'n advertensie op YouTube bekendgestel en 'n akteur wat 'n BK -werknemer speel, sê vir die kamera: 'OK, Google, wat is die Whopper -burger? ” Dit het Google Homes in kykers se huise veroorsaak om die eerste paragraaf van die Wikipedia -inskrywing oor die Whopper af te rammel.

Verlede jaar, vir die bekendstelling van sy nuwe app, het BK GPS -tegnologie aangeneem. Dit word 'Whopper Omweg' genoem, en het 'n aanbod van 1 ¢ vir die Whopper gemaak - maar slegs beskikbaar vir mense wat 600 meter van enige McDonald's -ligging af is. By die plasing van die bestelling het dit dus kliënte van die McDonald's af 'ontwyk' en na die naaste Burger King -restaurant gestuur om te kom haal.

BK -advertensies is ondervinding en doelgerig. Die video's is baie indrukwekkend en emosioneel, en die spesifiekheid van die advertensie se produkfokus laat die uitvoeringskonteks breed speel en boeiend wees. Die advertensies bly vars en relevant deur te zigging en zagging met behulp van vinnige, kort treffers, dikwels aktuele advertensies om aandag te trek.

Kortom, dit voel meer soos 'n publikasie met baie verskillende artikels en onderwerpe as die lineêre benadering van tradisionele advertensies.


My 2018 -adverteerder van die jaar het 'n lus vir groot idees

Sedert die finansiële krisis van 2008 en die ineenstorting van Lehman Brothers, het ondernemings risiko's ingehou. Dit geld ook hul bemarkingsbedrywighede. Maar telkens is daar genoeg bewyse dat in die huidige vinnig bewegende omgewing en die versnelde tempo van tegnologiese innovasie, die risiko nie die grootste risiko is nie.

My 2018-adverteerder van die jaar is nie 'n nuwe onderneming nie. Dit is 'n 65-jarige onderneming. Dit is nie 'n sexy tegnologie- of vermaaklikheidsonderneming nie. Dit is 'n outydse, lae tegniese uitrusting, wat al generasies lank nie verander het nie. Dit is nie die gorilla van 800 pond nie en dit het nie die diepste sakke nie. Dit is eintlik 'n uitdagermerk.

Selfs as net die vierde of vyfde grootste handelsmerk in die vertikaal, domineer dit egter die gesprek, en groter handelsmerke kyk voortdurend agter hul kollektiewe skouers om te sien wat volgende gaan gebeur. Hierdie handelsmerk omvat gewaagde risiko's en advertensies wat die koevert afdruk en, dit is belangrik, dit van sy mededingers onderskei.

Hierdie handelsmerk, en my keuse vir 2018 se adverteerder van die jaar, is Burger King.

In 2010 het 3G Capital, 'n private-ekwiteitsfonds onder leiding van 'n groep Brasiliaanse beleggers, $ 3,3 miljard vir Burger King betaal. Die transaksie is destyds bespot omdat die prys hoog geag is vir 'n ketting wat as 'n afname beskou word, in 'n ekonomie wat nog steeds van die mees onlangse finansiële krisis afwyk. Tog het die beleggers $ 1,2 miljard van sy eie kontant in die transaksie geplaas en het dit in die jare daarna verskeie kere gemaak. In 2017 is BK na raming $ 12,5 miljard werd.

Niemand lag nou nie. Onder 3G het Burger King 3 dinge gedoen:

  • Dit het restaurante vinnig oorgedra na operateurs, en gekoppelde herfinansiering handel oor die verbouingsvereistes.
  • Dit het aggressief begin met die ontwikkeling van plekke op internasionale markte.
  • Dit het algemene en administratiewe uitgawes tot op die been besnoei en sodoende die oorhoofse koste per restaurant met byna twee derdes verminder.

Die belangrikste is dat BK weer gefokus het op bemarking en advertensies. Private ekwiteit beskou bemarking gewoonlik as 'n uitgawe, en nie as belegging nie, en daarom beperk hulle dikwels hierdie tipe uitgawes. Maar 3G Capital het gedink dat die handelsmerk wat hulle gekoop het, groter was as die onderneming.

Fernando Machado, CMO van Burger King

Een van die eerste bewegings van BK was die aanstelling van 'n baanbrekende CMO by Unilever. Fernando Machado is bekend as 'n innoveerder en 'n risiko-akteur en veral die bekendste vir Dove se 'Real Beauty' voordat hy by Burger King aangesluit het. Machado het 'n FBI-opgeleide forensiese kunstenaar aangestel om twee blinde sketse vir elk van verskeie vroue te teken-die eerste op grond van hoe ander vroue hulle beskryf, en die tweede oor hoe hulle hulself beskryf het. Die verrassende verskille tussen die tekeninge het getoon hoe baie vroue hulself oordeel. Die video is geplaas met die byskrif "Jy is mooier as wat jy dink," en het meer as 80 miljoen kyke op YouTube gekry.

Onder Machado het BK begin waarheen ander handelsmerke tradisioneel bang was om te trap. Die bereidwilligheid om veldtogte oor sosiale kwessies te voer, is gewoonlik 'n beeld en 'n finansiële potensiaal vir adverteerders. Dit word egter op 'n outentieke en geloofwaardige manier gedoen. En dit word nie gedoen ten koste van die verkoop van hamburgers nie. Alhoewel dit doelgerig is, word die advertensies goed gebrandmerk en word die wins behaal.

In 'Bullying Jr.', 'n PSA-agtige anti-boelie-veldtog wat deur die advertensieagentskap van David Miami geskep is (soos die meeste van die werk hier), kan 'n mens dink dat die idee om 'n Whopper Jr. te boelie te dom sou wees om te werk maar uiteindelik werk die boodskap daarvan. Dit toon duidelik 'n hartseer waarheid oor afknouery - dat afknouery moontlik is as omstanders die ander kant draai eerder as om betrokke te raak.

Vroeër in sy ampstermyn by Burger King het Machado die restaurant vierkantig aan die kant van LGBT -Amerikaners geplaas deur sy Whoppers in reënboogpapier vir Pride Week te draai.

In die "Whopper Neutrality" -stunt is dit die besluit van die Trump -administrasie om netneutraliteit op te skort, wat internetverskaffers in staat sal stel om pryse te verhoog vir vinniger snelhede en inhoud te censureer of te prioritiseer. Netneutraliteit is 'n ingewikkelde onderwerp; dit is waar Burger King ingekom het en die hele saak in leek se terme verduidelik het, sodat mense 'n ingeligte besluit kan neem.

BK beklemtoon sy kenmerkende vlamgeroosterde tegniek lank op buitengewone maniere. Verlede jaar was daar 'n reeks gedrukte advertensies, waarop foto's van werklike BK-restaurante ten volle aan die brand gesteek is om mense daaraan te herinner dat BK altyd sy hamburgers aan die brand steek. Hierdie jaar, op die Nasionale barmhartige Samaritaan-dag, het BK, eerder as om 15 minute te spandeer om 'n stomme sosiale pos op te slaan, die ekstra myl geloop met 'n prettige stunt in die regte wêreld-'n motorbrand aan die kant van 'n snelweg aangebring en dan 'n spesiale aanbieding aangebied behandel die barmhartige Samaritane wat opgehou het om te help.

Die ketting se meedoënlose fokus op kreatiwiteit is gegrond op kragtige insigte van verbruikers. Soos verwag kan word van 'n private -ekwiteitsfirma wat aan getalle leef en sterf, beteken 3G Capital se affiniteit vir data dat dit absoluut alles meet - van die algemene gesondheid van die handelsmerk en verkope tot die aantal mense wat die restaurante binnekom. Besluite word aangevoer deur data, maar word nie alleen bepaal nie. BK -bemarkers pas oordeel en vaardigheid toe by die beoordeling van risiko's en die potensiaal van idees.

Machado het Burger King ook na 'n tegnies vindingryke gebied gelei deur die Google Home -toestelle in 2017 te "binnedring": BK het 'n advertensie op YouTube bekendgestel en 'n akteur wat 'n BK -werknemer speel, sê vir die kamera: 'OK, Google, wat is die Whopper -burger? ” Dit het Google Homes in kykers se huise veroorsaak om die eerste paragraaf van die Wikipedia -inskrywing oor die Whopper af te rammel.

Verlede jaar, vir die bekendstelling van sy nuwe app, het BK GPS -tegnologie aangeneem. Dit word 'Whopper Omweg' genoem, en het 'n aanbod van 1 ¢ vir die Whopper gemaak - maar slegs beskikbaar vir mense wat 600 meter van enige McDonald's -ligging af is. By die plasing van die bestelling het dit dus kliënte van die McDonald's af 'ontwyk' en na die naaste Burger King -restaurant gestuur om te kom haal.

BK -advertensies is ondervinding en doelgerig. Die video's is baie indrukwekkend en emosioneel, en die spesifiekheid van die advertensie se produkfokus laat die uitvoeringskonteks breed speel en boeiend wees. Die advertensies bly vars en relevant deur te zigging en zagging met behulp van vinnige, kort treffers, dikwels aktuele advertensies om aandag te trek.

Kortom, dit voel meer soos 'n publikasie met baie verskillende artikels en onderwerpe as die lineêre benadering van tradisionele advertensies.


My 2018 -adverteerder van die jaar het 'n lus vir groot idees

Sedert die finansiële krisis van 2008 en die ineenstorting van Lehman Brothers, het maatskappye 'n groot risiko gehad. Dit geld ook hul bemarkingsbedrywighede. Maar telkens is daar genoeg bewyse dat in die huidige vinnig bewegende omgewing en die versnelde tempo van tegnologiese innovasie, die risiko nie die grootste risiko is nie.

My 2018-adverteerder van die jaar is nie 'n nuwe onderneming nie. Dit is 'n 65-jarige onderneming. Dit is nie 'n sexy tegnologie- of vermaaklikheidsonderneming nie. Dit is 'n outydse, lae tegniese uitrusting, wat al generasies lank nie verander het nie. Dit is nie die gorilla van 800 pond nie en dit het nie die diepste sakke nie. Dit is eintlik 'n uitdagermerk.

Selfs as net die vierde of vyfde grootste handelsmerk in die vertikaal, domineer dit egter die gesprek, en groter handelsmerke kyk voortdurend agter hul kollektiewe skouers om te sien wat volgende gaan gebeur. Hierdie handelsmerk omvat gewaagde risiko's en advertensies wat die koevert afdruk en, dit is belangrik, dit van sy mededingers onderskei.

Hierdie handelsmerk, en my keuse vir 2018 se adverteerder van die jaar, is Burger King.

In 2010 het 3G Capital, 'n private-ekwiteitsfonds onder leiding van 'n groep Brasiliaanse beleggers, $ 3,3 miljard vir Burger King betaal. Die transaksie is destyds bespot omdat die prys hoog geag is vir 'n ketting wat as 'n afname beskou word, in 'n ekonomie wat nog steeds van die mees onlangse finansiële krisis afwyk. Tog het die beleggers $ 1,2 miljard van sy eie kontant in die transaksie geplaas en het dit in die jare daarna verskeie kere gemaak. In 2017 is BK na raming $ 12,5 miljard werd.

Niemand lag nou nie. Onder 3G het Burger King 3 dinge gedoen:

  • Dit het restaurante vinnig oorgedra na operateurs en gekoppelde refranchise handel oor die verbouingsvereistes.
  • Dit het aggressief begin om plekke op internasionale markte te ontwikkel.
  • Dit het algemene en administratiewe uitgawes tot op die been gesny en sodoende die oorhoofse koste per restaurant met byna twee derdes verminder.

Die belangrikste is dat BK weer gefokus het op bemarking en advertensies. Private ekwiteit beskou bemarking gewoonlik as 'n uitgawe, en nie as belegging nie, en daarom beperk hulle dikwels hierdie tipe uitgawes. Maar 3G Capital het gedink dat die handelsmerk wat hulle gekoop het, groter was as die onderneming.

Fernando Machado, CMO van Burger King

Een van die eerste bewegings van BK was die aanstelling van 'n baanbrekende CMO by Unilever. Fernando Machado is bekend as 'n innoveerder en 'n risiko-akteur en veral die bekendste vir Dove se 'Real Beauty' voordat hy by Burger King aangesluit het. Machado het 'n FBI-opgeleide forensiese kunstenaar aangestel om twee blinde sketse vir elk van verskeie vroue te teken-die eerste op grond van hoe ander vroue hulle beskryf, en die tweede oor hoe hulle hulself beskryf het. Die verrassende verskille tussen die tekeninge het getoon hoe baie vroue hulself oordeel. Die video is geplaas met die byskrif "Jy is mooier as wat jy dink," en het meer as 80 miljoen kyke op YouTube gekry.

Onder Machado het BK begin waarheen ander handelsmerke tradisioneel bang was om te trap. Die bereidwilligheid om veldtogte oor sosiale kwessies te voer, is gewoonlik 'n beeld en 'n finansiële potensiaal vir adverteerders. Dit word egter op 'n outentieke en geloofwaardige manier gedoen. En dit word nie gedoen ten koste van die verkoop van hamburgers nie. Alhoewel dit doelgerig is, word die advertensies goed gebrandmerk en word die wins behaal.

In 'Bullying Jr.', 'n PSA-agtige anti-boelie-veldtog wat deur die advertensieagentskap van David Miami geskep is (soos die meeste van die werk hier), sou 'n mens dink dat die idee om 'n Whopper Jr. te boelie te dom sou wees om te werk maar uiteindelik werk die boodskap daarvan. Dit toon duidelik 'n hartseer waarheid oor afknouery - dat afknouery moontlik is as omstanders die ander kant draai eerder as om betrokke te raak.

Vroeër in sy ampstermyn by Burger King het Machado die restaurant vierkantig aan die kant van LGBT -Amerikaners geplaas deur sy Whoppers in reënboogpapier vir Pride Week te draai.

In die "Whopper Neutrality" -stunt is dit die besluit van die Trump -administrasie om netneutraliteit op te skort, wat internetverskaffers in staat sal stel om pryse te verhoog vir vinniger snelhede en inhoud te censureer of te prioritiseer. Netneutraliteit is 'n ingewikkelde onderwerp; dit is waar Burger King ingekom het en die hele saak in leek se terme verduidelik het, sodat mense 'n ingeligte besluit kan neem.

BK beklemtoon sy kenmerkende vlamgeroosterde tegniek lank op buitengewone maniere. Verlede jaar was daar 'n reeks gedrukte advertensies, waarop foto's van werklike BK-restaurante ten volle aan die brand gesteek is om mense daaraan te herinner dat BK altyd sy hamburgers aan die brand steek. Hierdie jaar, op die Nasionale barmhartige Samaritaan-dag, het BK, eerder as om 15 minute te spandeer om 'n stomme sosiale pos op te slaan, die ekstra myl geloop met 'n prettige stunt in die regte wêreld-'n motorbrand aan die kant van 'n snelweg aangebring en dan 'n spesiale aanbieding aangebied behandel die barmhartige Samaritane wat opgehou het om te help.

Die ketting se meedoënlose fokus op kreatiwiteit is gegrond op kragtige insigte van verbruikers. Soos verwag kan word van 'n private -ekwiteitsfirma wat aan getalle leef en sterf, beteken 3G Capital se affiniteit vir data dat dit alles meet - van die algemene gesondheid van die handelsmerk en verkope tot die aantal mense wat die restaurante binnekom. Besluite word aangevoer deur data, maar word nie alleen bepaal nie. BK -bemarkers pas oordeel en vaardigheid toe by die beoordeling van risiko's en die potensiaal van idees.

Machado het Burger King ook na 'n tegnies vindingryke gebied gelei deur die Google Home -toestelle in 2017 te "binnedring": BK het 'n advertensie op YouTube bekendgestel en 'n akteur wat 'n BK -werknemer speel, sê vir die kamera: 'OK, Google, wat is die Whopper -burger? ” Dit het Google Homes in kykers se huise veroorsaak om die eerste paragraaf van die Wikipedia -inskrywing oor die Whopper af te rammel.

Verlede jaar, vir die bekendstelling van sy nuwe app, het BK GPS -tegnologie aangeneem. Dit word 'Whopper Omweg' genoem, en het 'n aanbod van 1 ¢ vir die Whopper gemaak - maar slegs beskikbaar vir mense wat 600 meter van enige McDonald's -ligging af is. By die plasing van die bestelling het dit dus kliënte van die McDonald's af 'ontwyk' en na die naaste Burger King -restaurant gestuur om te kom haal.

BK -advertensies is ondervinding en doelgerig. Die video's is baie indrukwekkend en emosioneel, en die spesifiekheid van die advertensie se produkfokus laat die uitvoeringskonteks breed speel en boeiend wees. Die advertensies bly vars en relevant deur te zigging en zagging met behulp van vinnige, kort treffers, dikwels aktuele advertensies om aandag te trek.

Kortom, dit voel meer soos 'n publikasie met baie verskillende artikels en onderwerpe as die lineêre benadering van tradisionele advertensies.


My 2018 -adverteerder van die jaar het 'n lus vir groot idees

Sedert die finansiële krisis van 2008 en die ineenstorting van Lehman Brothers, het ondernemings risiko's ingehou. Dit geld ook hul bemarkingsbedrywighede. Maar telkens is daar genoeg bewyse dat in die huidige vinnig bewegende omgewing en die versnelde tempo van tegnologiese innovasie, die risiko nie die grootste risiko is nie.

My 2018-adverteerder van die jaar is nie 'n nuwe onderneming nie. Dit is 'n 65-jarige onderneming. Dit is nie 'n sexy tegnologie- of vermaaklikheidsonderneming nie. Dit is 'n outydse, lae tegniese uitrusting, wat al generasies lank nie verander het nie. Dit is nie die gorilla van 800 pond nie en dit het nie die diepste sakke nie. Dit is eintlik 'n uitdagermerk.

Selfs as net die vierde of vyfde grootste handelsmerk in die vertikaal, domineer dit egter die gesprek, en groter handelsmerke kyk voortdurend agter hul kollektiewe skouers om te sien wat volgende gaan gebeur. Hierdie handelsmerk omvat gewaagde risiko's en advertensies wat die koevert afdruk en, dit is belangrik, dit van sy mededingers onderskei.

Hierdie handelsmerk, en my keuse vir 2018 se adverteerder van die jaar, is Burger King.

In 2010 het 3G Capital, 'n private-ekwiteitsfonds onder leiding van 'n groep Brasiliaanse beleggers, $ 3,3 miljard vir Burger King betaal. Die transaksie is destyds bespot omdat die prys hoog geag is vir 'n ketting wat as 'n afname beskou word, in 'n ekonomie wat nog steeds van die mees onlangse finansiële krisis afwyk. Tog het die beleggers $ 1,2 miljard van sy eie kontant in die transaksie geplaas en het dit in die jare daarna verskeie kere gemaak. In 2017 is BK na raming $ 12,5 miljard werd.

Niemand lag nou nie. Onder 3G het Burger King 3 dinge gedoen:

  • Dit het restaurante vinnig oorgedra na operateurs, en gekoppelde herfinansiering handel oor die verbouingsvereistes.
  • Dit het aggressief begin met die ontwikkeling van plekke op internasionale markte.
  • Dit het algemene en administratiewe uitgawes tot op die been besnoei en sodoende die oorhoofse koste per restaurant met byna twee derdes verminder.

Die belangrikste is dat BK weer gefokus het op bemarking en advertensies. Private equity typically sees marketing as an expense, and not as investment, and, therefore, they often curtail this type of spending. But, 3G Capital thought that the brand they bought was bigger than the business.

Fernando Machado, CMO of Burger King

One of the first moves of BK was hiring a trailblazing CMO from Unilever. Fernando Machado is well known as an innovator and risk-taker and, most of all, best-known for Dove’s “Real Beauty” before joining Burger King. Machado hired an FBI-trained forensic artist, to draw two blind sketches for each of several women – the first based on how other women described them, and the second on how they described themselves. The startling differences between the drawings showed how severely many women judge themselves. Posted with the tagline “You’re more beautiful than you think,” the video has racked up well over 80 million views on YouTube.

Under Machado, BK started going where other brands have traditionally feared to tread. Not in the least is its willingness to run social-issue campaigns – usually, an image and financial potential graveyard for advertisers. However, this is done in an authentic and credible way. And this is not done at the expense of selling burgers. While purposeful, the ads are well branded, and profits are realized.

In “Bullying Jr.,” a PSA-like anti-bullying campaign created by the David Miami ad agency (as is most of the work here), one might think that the idea of bullying a Whopper Jr. would be too goofy to work but, in the end, its message does work. It vividly demonstrates a sad truth about bullying—that bullying is enabled when bystanders turn the other way rather than get involved.

Earlier in his tenure at Burger King, Machado placed the restaurant squarely on the side of LGBT Americans by wrapping its Whoppers in rainbow paper for Pride Week.

In the “Whopper Neutrality” stunt it trolls the Trump administration’s decision to repeal net neutrality, which would allow internet providers to surge prices for faster speeds and censor or prioritize content. Net neutrality is a complicated topic, which is where Burger King came in and explained the whole thing in layman’s terms so people can make an informed decision.

BK has long emphasized its distinctive flame-grilled cooking technique in highly unusual ways. Last year it ran a series of print ads, which show photos of actual BK restaurants fully ablaze to remind people that BK always flame-grills its burgers. This year, on National Good Samaritan Day, rather than spend 15 minutes whipping up a dumb social post, BK went the extra mile with a fun real-world stunt – staging a car fire on the side of a highway, and then offering a special treat to the good Samaritans who stopped to help.

The chain’s relentless focus on creativity is grounded in powerful consumer insights. As might be expected of a private equity firm that lives and dies by the numbers, 3G Capital’s affinity for data means that it measures absolutely everything – from general brand health and sales to the number of people entering its restaurants. Decisions are prompted by data but not determined by it alone. BK marketers apply judgment and skill when assessing risk and the potential of ideas.

Machado also led Burger King into technically inventive territory by “invading” the Google Home devices in 2017: BK rolled out an ad on YouTube and an actor playing a BK employee says to the camera, “OK, Google, what is the Whopper burger?” This triggered Google Homes in viewers’ houses to rattle off the first paragraph of the Wikipedia entry about the Whopper.

Last year, for the introduction of its new app, BK adopted GPS technology. Called "Whopper Detour," it made an offer of 1¢ for the Whopper – but only available to those people that are 600 feet from any McDonald's location. Thus, upon placing the order, it "detoured" customers away from the McDonald's and directed to the nearest Burger King restaurant for pickup.

BK advertising is experience and purpose driven. The videos are highly immersive and emotional, and the specificity of the advertising’s product focus allows the executional context to play broadly and be engaging. The advertising remains fresh and relevant by zigging and zagging using quick, short hits, often topical ads to spike attention.

In short, it feels more like a publication with many different articles and topics than the linear approach of traditional advertising.


My 2018 Advertiser Of The Year Has An Appetite For Big Ideas

Ever since the financial crisis of 2008 and the collapse of Lehman Brothers, companies have been leery of risk. This is true of their marketing operations also. But, time and again, there’s ample evidence that, in today’s fast moving environment and accelerated rate of technological innovation, not taking a risk is the biggest risk.

My 2018 Advertiser of the Year is not a start-up. It’s a 65-year old company. It’s not a sexy tech or entertainment company. It is an old-fashioned, low tech outfit, one which hasn’t changed for generations. It’s not the 800-pound gorilla and it doesn’t have the deepest pockets. In fact, it’s a challenger brand.

However, even as just the fourth or fifth biggest brand in the vertical, it dominates the conversation, and bigger brands constantly look behind their collective shoulders to see what is coming next. This brand embraces bold risks and advertising that pushes the envelope and, importantly, differentiates it from its competitors.

This brand, and my choice for 2018 Advertiser of the Year, is Burger King.

In 2010, 3G Capital, a private-equity fund led by a group of Brazilian investors, paid $3.3 billion for Burger King. The deal was mocked at the time because the price was considered high for a chain that was perceived as in decline, in an economy still reeling from the most recent financial crisis . Yet, the investors put $1.2 billion of its own cash into the deal and has, in fact, made several times that in the years since. In 2017 BK was estimated to be worth $12.5 billion.

Nobody is laughing now.Under 3G, Burger King did 3 things:

  • It quickly refranchised restaurants to operators and connected refranchise deals with remodeling requirements.
  • It started aggressively developing locations in international markets.
  • It cut general and administrative spending to the bone, thus reducing overhead costs per restaurant by nearly two-thirds.

Most importantly, BK refocused on marketing and advertising. Private equity typically sees marketing as an expense, and not as investment, and, therefore, they often curtail this type of spending. But, 3G Capital thought that the brand they bought was bigger than the business.

Fernando Machado, CMO of Burger King

One of the first moves of BK was hiring a trailblazing CMO from Unilever. Fernando Machado is well known as an innovator and risk-taker and, most of all, best-known for Dove’s “Real Beauty” before joining Burger King. Machado hired an FBI-trained forensic artist, to draw two blind sketches for each of several women – the first based on how other women described them, and the second on how they described themselves. The startling differences between the drawings showed how severely many women judge themselves. Posted with the tagline “You’re more beautiful than you think,” the video has racked up well over 80 million views on YouTube.

Under Machado, BK started going where other brands have traditionally feared to tread. Not in the least is its willingness to run social-issue campaigns – usually, an image and financial potential graveyard for advertisers. However, this is done in an authentic and credible way. And this is not done at the expense of selling burgers. While purposeful, the ads are well branded, and profits are realized.

In “Bullying Jr.,” a PSA-like anti-bullying campaign created by the David Miami ad agency (as is most of the work here), one might think that the idea of bullying a Whopper Jr. would be too goofy to work but, in the end, its message does work. It vividly demonstrates a sad truth about bullying—that bullying is enabled when bystanders turn the other way rather than get involved.

Earlier in his tenure at Burger King, Machado placed the restaurant squarely on the side of LGBT Americans by wrapping its Whoppers in rainbow paper for Pride Week.

In the “Whopper Neutrality” stunt it trolls the Trump administration’s decision to repeal net neutrality, which would allow internet providers to surge prices for faster speeds and censor or prioritize content. Net neutrality is a complicated topic, which is where Burger King came in and explained the whole thing in layman’s terms so people can make an informed decision.

BK has long emphasized its distinctive flame-grilled cooking technique in highly unusual ways. Last year it ran a series of print ads, which show photos of actual BK restaurants fully ablaze to remind people that BK always flame-grills its burgers. This year, on National Good Samaritan Day, rather than spend 15 minutes whipping up a dumb social post, BK went the extra mile with a fun real-world stunt – staging a car fire on the side of a highway, and then offering a special treat to the good Samaritans who stopped to help.

The chain’s relentless focus on creativity is grounded in powerful consumer insights. As might be expected of a private equity firm that lives and dies by the numbers, 3G Capital’s affinity for data means that it measures absolutely everything – from general brand health and sales to the number of people entering its restaurants. Decisions are prompted by data but not determined by it alone. BK marketers apply judgment and skill when assessing risk and the potential of ideas.

Machado also led Burger King into technically inventive territory by “invading” the Google Home devices in 2017: BK rolled out an ad on YouTube and an actor playing a BK employee says to the camera, “OK, Google, what is the Whopper burger?” This triggered Google Homes in viewers’ houses to rattle off the first paragraph of the Wikipedia entry about the Whopper.

Last year, for the introduction of its new app, BK adopted GPS technology. Called "Whopper Detour," it made an offer of 1¢ for the Whopper – but only available to those people that are 600 feet from any McDonald's location. Thus, upon placing the order, it "detoured" customers away from the McDonald's and directed to the nearest Burger King restaurant for pickup.

BK advertising is experience and purpose driven. The videos are highly immersive and emotional, and the specificity of the advertising’s product focus allows the executional context to play broadly and be engaging. The advertising remains fresh and relevant by zigging and zagging using quick, short hits, often topical ads to spike attention.

In short, it feels more like a publication with many different articles and topics than the linear approach of traditional advertising.


My 2018 Advertiser Of The Year Has An Appetite For Big Ideas

Ever since the financial crisis of 2008 and the collapse of Lehman Brothers, companies have been leery of risk. This is true of their marketing operations also. But, time and again, there’s ample evidence that, in today’s fast moving environment and accelerated rate of technological innovation, not taking a risk is the biggest risk.

My 2018 Advertiser of the Year is not a start-up. It’s a 65-year old company. It’s not a sexy tech or entertainment company. It is an old-fashioned, low tech outfit, one which hasn’t changed for generations. It’s not the 800-pound gorilla and it doesn’t have the deepest pockets. In fact, it’s a challenger brand.

However, even as just the fourth or fifth biggest brand in the vertical, it dominates the conversation, and bigger brands constantly look behind their collective shoulders to see what is coming next. This brand embraces bold risks and advertising that pushes the envelope and, importantly, differentiates it from its competitors.

This brand, and my choice for 2018 Advertiser of the Year, is Burger King.

In 2010, 3G Capital, a private-equity fund led by a group of Brazilian investors, paid $3.3 billion for Burger King. The deal was mocked at the time because the price was considered high for a chain that was perceived as in decline, in an economy still reeling from the most recent financial crisis . Yet, the investors put $1.2 billion of its own cash into the deal and has, in fact, made several times that in the years since. In 2017 BK was estimated to be worth $12.5 billion.

Nobody is laughing now.Under 3G, Burger King did 3 things:

  • It quickly refranchised restaurants to operators and connected refranchise deals with remodeling requirements.
  • It started aggressively developing locations in international markets.
  • It cut general and administrative spending to the bone, thus reducing overhead costs per restaurant by nearly two-thirds.

Most importantly, BK refocused on marketing and advertising. Private equity typically sees marketing as an expense, and not as investment, and, therefore, they often curtail this type of spending. But, 3G Capital thought that the brand they bought was bigger than the business.

Fernando Machado, CMO of Burger King

One of the first moves of BK was hiring a trailblazing CMO from Unilever. Fernando Machado is well known as an innovator and risk-taker and, most of all, best-known for Dove’s “Real Beauty” before joining Burger King. Machado hired an FBI-trained forensic artist, to draw two blind sketches for each of several women – the first based on how other women described them, and the second on how they described themselves. The startling differences between the drawings showed how severely many women judge themselves. Posted with the tagline “You’re more beautiful than you think,” the video has racked up well over 80 million views on YouTube.

Under Machado, BK started going where other brands have traditionally feared to tread. Not in the least is its willingness to run social-issue campaigns – usually, an image and financial potential graveyard for advertisers. However, this is done in an authentic and credible way. And this is not done at the expense of selling burgers. While purposeful, the ads are well branded, and profits are realized.

In “Bullying Jr.,” a PSA-like anti-bullying campaign created by the David Miami ad agency (as is most of the work here), one might think that the idea of bullying a Whopper Jr. would be too goofy to work but, in the end, its message does work. It vividly demonstrates a sad truth about bullying—that bullying is enabled when bystanders turn the other way rather than get involved.

Earlier in his tenure at Burger King, Machado placed the restaurant squarely on the side of LGBT Americans by wrapping its Whoppers in rainbow paper for Pride Week.

In the “Whopper Neutrality” stunt it trolls the Trump administration’s decision to repeal net neutrality, which would allow internet providers to surge prices for faster speeds and censor or prioritize content. Net neutrality is a complicated topic, which is where Burger King came in and explained the whole thing in layman’s terms so people can make an informed decision.

BK has long emphasized its distinctive flame-grilled cooking technique in highly unusual ways. Last year it ran a series of print ads, which show photos of actual BK restaurants fully ablaze to remind people that BK always flame-grills its burgers. This year, on National Good Samaritan Day, rather than spend 15 minutes whipping up a dumb social post, BK went the extra mile with a fun real-world stunt – staging a car fire on the side of a highway, and then offering a special treat to the good Samaritans who stopped to help.

The chain’s relentless focus on creativity is grounded in powerful consumer insights. As might be expected of a private equity firm that lives and dies by the numbers, 3G Capital’s affinity for data means that it measures absolutely everything – from general brand health and sales to the number of people entering its restaurants. Decisions are prompted by data but not determined by it alone. BK marketers apply judgment and skill when assessing risk and the potential of ideas.

Machado also led Burger King into technically inventive territory by “invading” the Google Home devices in 2017: BK rolled out an ad on YouTube and an actor playing a BK employee says to the camera, “OK, Google, what is the Whopper burger?” This triggered Google Homes in viewers’ houses to rattle off the first paragraph of the Wikipedia entry about the Whopper.

Last year, for the introduction of its new app, BK adopted GPS technology. Called "Whopper Detour," it made an offer of 1¢ for the Whopper – but only available to those people that are 600 feet from any McDonald's location. Thus, upon placing the order, it "detoured" customers away from the McDonald's and directed to the nearest Burger King restaurant for pickup.

BK advertising is experience and purpose driven. The videos are highly immersive and emotional, and the specificity of the advertising’s product focus allows the executional context to play broadly and be engaging. The advertising remains fresh and relevant by zigging and zagging using quick, short hits, often topical ads to spike attention.

In short, it feels more like a publication with many different articles and topics than the linear approach of traditional advertising.


My 2018 Advertiser Of The Year Has An Appetite For Big Ideas

Ever since the financial crisis of 2008 and the collapse of Lehman Brothers, companies have been leery of risk. This is true of their marketing operations also. But, time and again, there’s ample evidence that, in today’s fast moving environment and accelerated rate of technological innovation, not taking a risk is the biggest risk.

My 2018 Advertiser of the Year is not a start-up. It’s a 65-year old company. It’s not a sexy tech or entertainment company. It is an old-fashioned, low tech outfit, one which hasn’t changed for generations. It’s not the 800-pound gorilla and it doesn’t have the deepest pockets. In fact, it’s a challenger brand.

However, even as just the fourth or fifth biggest brand in the vertical, it dominates the conversation, and bigger brands constantly look behind their collective shoulders to see what is coming next. This brand embraces bold risks and advertising that pushes the envelope and, importantly, differentiates it from its competitors.

This brand, and my choice for 2018 Advertiser of the Year, is Burger King.

In 2010, 3G Capital, a private-equity fund led by a group of Brazilian investors, paid $3.3 billion for Burger King. The deal was mocked at the time because the price was considered high for a chain that was perceived as in decline, in an economy still reeling from the most recent financial crisis . Yet, the investors put $1.2 billion of its own cash into the deal and has, in fact, made several times that in the years since. In 2017 BK was estimated to be worth $12.5 billion.

Nobody is laughing now.Under 3G, Burger King did 3 things:

  • It quickly refranchised restaurants to operators and connected refranchise deals with remodeling requirements.
  • It started aggressively developing locations in international markets.
  • It cut general and administrative spending to the bone, thus reducing overhead costs per restaurant by nearly two-thirds.

Most importantly, BK refocused on marketing and advertising. Private equity typically sees marketing as an expense, and not as investment, and, therefore, they often curtail this type of spending. But, 3G Capital thought that the brand they bought was bigger than the business.

Fernando Machado, CMO of Burger King

One of the first moves of BK was hiring a trailblazing CMO from Unilever. Fernando Machado is well known as an innovator and risk-taker and, most of all, best-known for Dove’s “Real Beauty” before joining Burger King. Machado hired an FBI-trained forensic artist, to draw two blind sketches for each of several women – the first based on how other women described them, and the second on how they described themselves. The startling differences between the drawings showed how severely many women judge themselves. Posted with the tagline “You’re more beautiful than you think,” the video has racked up well over 80 million views on YouTube.

Under Machado, BK started going where other brands have traditionally feared to tread. Not in the least is its willingness to run social-issue campaigns – usually, an image and financial potential graveyard for advertisers. However, this is done in an authentic and credible way. And this is not done at the expense of selling burgers. While purposeful, the ads are well branded, and profits are realized.

In “Bullying Jr.,” a PSA-like anti-bullying campaign created by the David Miami ad agency (as is most of the work here), one might think that the idea of bullying a Whopper Jr. would be too goofy to work but, in the end, its message does work. It vividly demonstrates a sad truth about bullying—that bullying is enabled when bystanders turn the other way rather than get involved.

Earlier in his tenure at Burger King, Machado placed the restaurant squarely on the side of LGBT Americans by wrapping its Whoppers in rainbow paper for Pride Week.

In the “Whopper Neutrality” stunt it trolls the Trump administration’s decision to repeal net neutrality, which would allow internet providers to surge prices for faster speeds and censor or prioritize content. Net neutrality is a complicated topic, which is where Burger King came in and explained the whole thing in layman’s terms so people can make an informed decision.

BK has long emphasized its distinctive flame-grilled cooking technique in highly unusual ways. Last year it ran a series of print ads, which show photos of actual BK restaurants fully ablaze to remind people that BK always flame-grills its burgers. This year, on National Good Samaritan Day, rather than spend 15 minutes whipping up a dumb social post, BK went the extra mile with a fun real-world stunt – staging a car fire on the side of a highway, and then offering a special treat to the good Samaritans who stopped to help.

The chain’s relentless focus on creativity is grounded in powerful consumer insights. As might be expected of a private equity firm that lives and dies by the numbers, 3G Capital’s affinity for data means that it measures absolutely everything – from general brand health and sales to the number of people entering its restaurants. Decisions are prompted by data but not determined by it alone. BK marketers apply judgment and skill when assessing risk and the potential of ideas.

Machado also led Burger King into technically inventive territory by “invading” the Google Home devices in 2017: BK rolled out an ad on YouTube and an actor playing a BK employee says to the camera, “OK, Google, what is the Whopper burger?” This triggered Google Homes in viewers’ houses to rattle off the first paragraph of the Wikipedia entry about the Whopper.

Last year, for the introduction of its new app, BK adopted GPS technology. Called "Whopper Detour," it made an offer of 1¢ for the Whopper – but only available to those people that are 600 feet from any McDonald's location. Thus, upon placing the order, it "detoured" customers away from the McDonald's and directed to the nearest Burger King restaurant for pickup.

BK advertising is experience and purpose driven. The videos are highly immersive and emotional, and the specificity of the advertising’s product focus allows the executional context to play broadly and be engaging. The advertising remains fresh and relevant by zigging and zagging using quick, short hits, often topical ads to spike attention.

In short, it feels more like a publication with many different articles and topics than the linear approach of traditional advertising.


My 2018 Advertiser Of The Year Has An Appetite For Big Ideas

Ever since the financial crisis of 2008 and the collapse of Lehman Brothers, companies have been leery of risk. This is true of their marketing operations also. But, time and again, there’s ample evidence that, in today’s fast moving environment and accelerated rate of technological innovation, not taking a risk is the biggest risk.

My 2018 Advertiser of the Year is not a start-up. It’s a 65-year old company. It’s not a sexy tech or entertainment company. It is an old-fashioned, low tech outfit, one which hasn’t changed for generations. It’s not the 800-pound gorilla and it doesn’t have the deepest pockets. In fact, it’s a challenger brand.

However, even as just the fourth or fifth biggest brand in the vertical, it dominates the conversation, and bigger brands constantly look behind their collective shoulders to see what is coming next. This brand embraces bold risks and advertising that pushes the envelope and, importantly, differentiates it from its competitors.

This brand, and my choice for 2018 Advertiser of the Year, is Burger King.

In 2010, 3G Capital, a private-equity fund led by a group of Brazilian investors, paid $3.3 billion for Burger King. The deal was mocked at the time because the price was considered high for a chain that was perceived as in decline, in an economy still reeling from the most recent financial crisis . Yet, the investors put $1.2 billion of its own cash into the deal and has, in fact, made several times that in the years since. In 2017 BK was estimated to be worth $12.5 billion.

Nobody is laughing now.Under 3G, Burger King did 3 things:

  • It quickly refranchised restaurants to operators and connected refranchise deals with remodeling requirements.
  • It started aggressively developing locations in international markets.
  • It cut general and administrative spending to the bone, thus reducing overhead costs per restaurant by nearly two-thirds.

Most importantly, BK refocused on marketing and advertising. Private equity typically sees marketing as an expense, and not as investment, and, therefore, they often curtail this type of spending. But, 3G Capital thought that the brand they bought was bigger than the business.

Fernando Machado, CMO of Burger King

One of the first moves of BK was hiring a trailblazing CMO from Unilever. Fernando Machado is well known as an innovator and risk-taker and, most of all, best-known for Dove’s “Real Beauty” before joining Burger King. Machado hired an FBI-trained forensic artist, to draw two blind sketches for each of several women – the first based on how other women described them, and the second on how they described themselves. The startling differences between the drawings showed how severely many women judge themselves. Posted with the tagline “You’re more beautiful than you think,” the video has racked up well over 80 million views on YouTube.

Under Machado, BK started going where other brands have traditionally feared to tread. Not in the least is its willingness to run social-issue campaigns – usually, an image and financial potential graveyard for advertisers. However, this is done in an authentic and credible way. And this is not done at the expense of selling burgers. While purposeful, the ads are well branded, and profits are realized.

In “Bullying Jr.,” a PSA-like anti-bullying campaign created by the David Miami ad agency (as is most of the work here), one might think that the idea of bullying a Whopper Jr. would be too goofy to work but, in the end, its message does work. It vividly demonstrates a sad truth about bullying—that bullying is enabled when bystanders turn the other way rather than get involved.

Earlier in his tenure at Burger King, Machado placed the restaurant squarely on the side of LGBT Americans by wrapping its Whoppers in rainbow paper for Pride Week.

In the “Whopper Neutrality” stunt it trolls the Trump administration’s decision to repeal net neutrality, which would allow internet providers to surge prices for faster speeds and censor or prioritize content. Net neutrality is a complicated topic, which is where Burger King came in and explained the whole thing in layman’s terms so people can make an informed decision.

BK has long emphasized its distinctive flame-grilled cooking technique in highly unusual ways. Last year it ran a series of print ads, which show photos of actual BK restaurants fully ablaze to remind people that BK always flame-grills its burgers. This year, on National Good Samaritan Day, rather than spend 15 minutes whipping up a dumb social post, BK went the extra mile with a fun real-world stunt – staging a car fire on the side of a highway, and then offering a special treat to the good Samaritans who stopped to help.

The chain’s relentless focus on creativity is grounded in powerful consumer insights. As might be expected of a private equity firm that lives and dies by the numbers, 3G Capital’s affinity for data means that it measures absolutely everything – from general brand health and sales to the number of people entering its restaurants. Decisions are prompted by data but not determined by it alone. BK marketers apply judgment and skill when assessing risk and the potential of ideas.

Machado also led Burger King into technically inventive territory by “invading” the Google Home devices in 2017: BK rolled out an ad on YouTube and an actor playing a BK employee says to the camera, “OK, Google, what is the Whopper burger?” This triggered Google Homes in viewers’ houses to rattle off the first paragraph of the Wikipedia entry about the Whopper.

Last year, for the introduction of its new app, BK adopted GPS technology. Called "Whopper Detour," it made an offer of 1¢ for the Whopper – but only available to those people that are 600 feet from any McDonald's location. Thus, upon placing the order, it "detoured" customers away from the McDonald's and directed to the nearest Burger King restaurant for pickup.

BK advertising is experience and purpose driven. The videos are highly immersive and emotional, and the specificity of the advertising’s product focus allows the executional context to play broadly and be engaging. The advertising remains fresh and relevant by zigging and zagging using quick, short hits, often topical ads to spike attention.

In short, it feels more like a publication with many different articles and topics than the linear approach of traditional advertising.


My 2018 Advertiser Of The Year Has An Appetite For Big Ideas

Ever since the financial crisis of 2008 and the collapse of Lehman Brothers, companies have been leery of risk. This is true of their marketing operations also. But, time and again, there’s ample evidence that, in today’s fast moving environment and accelerated rate of technological innovation, not taking a risk is the biggest risk.

My 2018 Advertiser of the Year is not a start-up. It’s a 65-year old company. It’s not a sexy tech or entertainment company. It is an old-fashioned, low tech outfit, one which hasn’t changed for generations. It’s not the 800-pound gorilla and it doesn’t have the deepest pockets. In fact, it’s a challenger brand.

However, even as just the fourth or fifth biggest brand in the vertical, it dominates the conversation, and bigger brands constantly look behind their collective shoulders to see what is coming next. This brand embraces bold risks and advertising that pushes the envelope and, importantly, differentiates it from its competitors.

This brand, and my choice for 2018 Advertiser of the Year, is Burger King.

In 2010, 3G Capital, a private-equity fund led by a group of Brazilian investors, paid $3.3 billion for Burger King. The deal was mocked at the time because the price was considered high for a chain that was perceived as in decline, in an economy still reeling from the most recent financial crisis . Yet, the investors put $1.2 billion of its own cash into the deal and has, in fact, made several times that in the years since. In 2017 BK was estimated to be worth $12.5 billion.

Nobody is laughing now.Under 3G, Burger King did 3 things:

  • It quickly refranchised restaurants to operators and connected refranchise deals with remodeling requirements.
  • It started aggressively developing locations in international markets.
  • It cut general and administrative spending to the bone, thus reducing overhead costs per restaurant by nearly two-thirds.

Most importantly, BK refocused on marketing and advertising. Private equity typically sees marketing as an expense, and not as investment, and, therefore, they often curtail this type of spending. But, 3G Capital thought that the brand they bought was bigger than the business.

Fernando Machado, CMO of Burger King

One of the first moves of BK was hiring a trailblazing CMO from Unilever. Fernando Machado is well known as an innovator and risk-taker and, most of all, best-known for Dove’s “Real Beauty” before joining Burger King. Machado hired an FBI-trained forensic artist, to draw two blind sketches for each of several women – the first based on how other women described them, and the second on how they described themselves. The startling differences between the drawings showed how severely many women judge themselves. Posted with the tagline “You’re more beautiful than you think,” the video has racked up well over 80 million views on YouTube.

Under Machado, BK started going where other brands have traditionally feared to tread. Not in the least is its willingness to run social-issue campaigns – usually, an image and financial potential graveyard for advertisers. However, this is done in an authentic and credible way. And this is not done at the expense of selling burgers. While purposeful, the ads are well branded, and profits are realized.

In “Bullying Jr.,” a PSA-like anti-bullying campaign created by the David Miami ad agency (as is most of the work here), one might think that the idea of bullying a Whopper Jr. would be too goofy to work but, in the end, its message does work. It vividly demonstrates a sad truth about bullying—that bullying is enabled when bystanders turn the other way rather than get involved.

Earlier in his tenure at Burger King, Machado placed the restaurant squarely on the side of LGBT Americans by wrapping its Whoppers in rainbow paper for Pride Week.

In the “Whopper Neutrality” stunt it trolls the Trump administration’s decision to repeal net neutrality, which would allow internet providers to surge prices for faster speeds and censor or prioritize content. Net neutrality is a complicated topic, which is where Burger King came in and explained the whole thing in layman’s terms so people can make an informed decision.

BK has long emphasized its distinctive flame-grilled cooking technique in highly unusual ways. Last year it ran a series of print ads, which show photos of actual BK restaurants fully ablaze to remind people that BK always flame-grills its burgers. This year, on National Good Samaritan Day, rather than spend 15 minutes whipping up a dumb social post, BK went the extra mile with a fun real-world stunt – staging a car fire on the side of a highway, and then offering a special treat to the good Samaritans who stopped to help.

The chain’s relentless focus on creativity is grounded in powerful consumer insights. As might be expected of a private equity firm that lives and dies by the numbers, 3G Capital’s affinity for data means that it measures absolutely everything – from general brand health and sales to the number of people entering its restaurants. Decisions are prompted by data but not determined by it alone. BK marketers apply judgment and skill when assessing risk and the potential of ideas.

Machado also led Burger King into technically inventive territory by “invading” the Google Home devices in 2017: BK rolled out an ad on YouTube and an actor playing a BK employee says to the camera, “OK, Google, what is the Whopper burger?” This triggered Google Homes in viewers’ houses to rattle off the first paragraph of the Wikipedia entry about the Whopper.

Last year, for the introduction of its new app, BK adopted GPS technology. Called "Whopper Detour," it made an offer of 1¢ for the Whopper – but only available to those people that are 600 feet from any McDonald's location. Thus, upon placing the order, it "detoured" customers away from the McDonald's and directed to the nearest Burger King restaurant for pickup.

BK advertising is experience and purpose driven. The videos are highly immersive and emotional, and the specificity of the advertising’s product focus allows the executional context to play broadly and be engaging. The advertising remains fresh and relevant by zigging and zagging using quick, short hits, often topical ads to spike attention.

In short, it feels more like a publication with many different articles and topics than the linear approach of traditional advertising.