and then, the retraction and withdrawal:
This is great, creative, and memorable marketing—-count the number of hits, and you will see how many eyeballs this ad campaign garnered, probably intentionally. Nando’s Canada needs to think of something along these lines to get the word out about Nando’s.
good marketing, even if it is annoying, simply gets your attention, and also is memorable. bad marketing, is not even paid attention to.
Much of the Nando’s south africa marketing is memorable and controversial. it is definitely not forgetable. Much of the Nando’s Canada marketing is………yawn, and ho-hum. not sure how much of the canadian stuff is memorable.
Coupons for a&w, nando’s, and subway wasn’t that far behind
it would only make sense for nando’s head office to give the customer what they want.
coupons? not that i can see of
catering menu? it’s a joke
time to wake up, nando’s HQ. or heads should roll.
this used to be a sold commodity.
now it is ubiquitous. it is everywhere, and any /every business should and would have internet. every business should be offering wi-fi to its customers. but many don’t, and don’t realize the impact that simply implementing that simple step could have on their long-term sales.
It is a marketing tool. McDonald’s clearly recognizes it as they put it on their door, so that everyone leaving the premise sees that they offer it.
i feel frustrated that i can’t access free wi-fi when i visit my nando’s. it should be chain-wide and promoted as such. I am sure that every nando’s is already equipped with high-speed internet.
ron cecillon the president, is from Cara. Cara is large in size, and he should know this type of branding business. Tim Horton’s now offers free wi-fi to compete with McDonald’s, and so should Nando’s. Ron should say as much, and simply make it so.
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McDonald’s is not a mickey-mouse corporation. Not only that, they are publicly listed and traded, so they have corporate governance to deal with, in addition to shareholders demanding a return on equity, and return on investment. If you were small potatoes, like Nando’s Canada, you would do well, to simply copy what McDonald’s does, carte-blanche, and tweak it a bit around the sides.
For some reason, Nando’s Canada, trying to show everyone how smart they are, appears to enjoy doing everything the exact opposite of McDonald’s. Not very smart.
For example, check out McDonald’s corporate press-page, where anyone wanting to get information, past, present, and future, goes directly to McDonald’s, and where they control the corporate branding and message that gets out.
Even better, at the bottom of that page, all the people employed in the media relations department as listed by name: FIRST AND LAST. That create personal accountability on the part of everyone involved in that department.
Go to Nando’s Canada website? No pictures of food. No listing of who is in charge, who is responsible. No controlled message. Franchisee dissent over bone-headed decisions such as demanding that all locations take down their TVs. Franchisees posting **anonymously** on Youtube. Dedicated customers such as myself, who can’t understand the logic backing these dumb corporate decisions that are costing everyone money, resort to setting up blogs like this to articulate our displeasure with Nando’s Canada HQ.
too many ASSumptions about the reader knowing what Nando’s is, and what their history is. Who cares about your god-forsaken secret language? People just want to know what kind of food you have to offer. Tell them what you sell, and show them what you sell. Marketing is mostly a visual business. Sex and porn is a visual business. Why? Because the human being has stereoscopic vision, is a visual-being, and imaging SELLS. Give them a deal, an incentive to try you out. Upon their first visit, sell them on the flavour and the experience, and tell them what price points you are at. GET THEM IN THE DOORS OF YOUR LOCATIONS. Prospective customers simply dont’ know what “a Nandos” is. Even your existing customers likely can’t describe, or identify what your other offerings are, that they have not yet tried.
This is a visual business. Show the food to BOTH your existing and prospective customers to expand your demographic, and to encourage experimentation with the less-common menu items.
Your marketing department has been a sorry joke. But not that i use the pass-tense. Anything can be changed on a dime if an active effort is made.
ATTENTION: Nando’s Canada. You are wasting a lot of resources hiring marketing firms (as if they know what they are doing), going after “Facebook likes” that have no long-term metrics to support the campaigns. you are frittering away precious corporate dollars, instead of taking action on specific meaningful actions which can be measured to add dollars to your bottom-line.
Heads should roll in the corporate offices. You could hire the top 5% in any highschool grad class, to simply copy the “best-practices” of McDonald’s, and implement every single one of those policies on an expedited basis. And your sales results will improve 25% year-over-year, overnight.
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The Infiniti Q45 was an awesome car. The WHAT?
yah, the infiniti G35 and G37 was preceded by the awesome Q45 from almost twenty-five years ago. But it never sold well. The LS400, which was more traditional, was partnered up with the ES250 and ES300, which helped Lexus get off the ground very quickly. Infiniti, saddled with the Q45, silly-looking J30, and the japanese-market G20 (which should have been an American-market Stanza), didn’t have a decent product to flog until the 2003 G35 showed up. The 1999-2002 G20 was acceptable, but again, it was the right car for the wrong time (cheap gas) in the wrong place (USA—land of horsepower).
The styling was too daring, it had no front grille for traditional buyers, and at least part of the problem—they never showed any frickin pictures of the car in any of the original advertising. (see the above link).
the blog-post of the link about is spot-on. see any similarities with Nando’s Canada’s INANE decision to run advertising for years on -end, and to equip their restaurants for years on-end without any in-store visual imagery of the actual bleepin food they are trying to sell?
WHAT STUPIDITY. WHAT SUPER-STUPIDITY.
same goes for their bus-shelter ads. great space. lots of money. wasted opportunity. No pictures of the food. broken record, what dummies.
you could give them free marijuana and they still couldn’t sell it, these guys couldn’t market fresh water in the middle of the sahara desert.
WHAT CORPORATE ARROGANCE. WHAT SUPER-STUPIDITY.
nando’s Canada? Don’t take my word for it. Learn from your big brothers and sisters in the UK, South Africa, and very soon, the USA. They are all leaving you in the dust.
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HOW ABOUT 16 MILLION LINKS?
YOU WANNA KNOW HOW MANY VISUAL PICTURES OF FOOD, NANDO’S CANADA HAS INSIDE THEIR RESTAURANTS? you wanna know HOW MANY visual pictures of food nando’s Canada has on their crappy website?
HOW ABOUT ZERO. not a ONE.
WHAT STUPIDITY. WHAT SUPER-STUPIDITY!
YOU CAN’T SELL FOOD IN A RESTAURANT IF PEOPLE CAN’T SEE WHAT YOUR FOOD LOOKS LIKE!?!?!?!?
could you imagine trying to sell a car, if you couldn’t show a picture of the ………….car? could you imagine selling fashions, clothing…………if you couldn’t show a picture of the product.
WHAT STUPIDITY. WHAT SUPER-STUPIDITY!!!
OK, i’m going to be rational, logical, and succinct here. These are the lost-opportunities to provide visual illustrations to new and existing customers:
1) on the menu-board. When someone looks up at the menu, there should be some general photos of the most popular items, to quickly convey what food selection nando’s offers
2) on the printed menu. If not on the menu-board, that can be easily rectified with photos in the actual menu.
3) food-art. placed along one wall. placed in the washroom. Placed on one window facing outside. Placed on the counter. Placed somewhere? It could be photography, or it could be abstract representations. a Mosaic? a mural? a window graphic? It could be part of the corporate branding?
4) do what subway does. They have a flat-panel TV mounted up high, that is on a 5-10 minute loop showing a looping video that shows the food being prepared, and the “fresh” ingredients that go into their food offerings.
5) on the website. this goes without saying. all the stuff that you can’t put IN the store, that you need to put in the “fine print”, should get thrown up onto the website, in a logical manner.
6) in any print media, of any kind. This includes:
c) printed coupons—this is the true value of print coupons. not only do prospective customers carry around advertising in their wallet or purse for weeks on-end, they SEE your product, and when they are HUNGRY, they see the food-porn and want to come seek out your store!
d) any thing else printed, that is circulated
this is sound, common, business sense. Alas, common-sense, is not so common.
Who hired these guys, anyways? The human cerebral cortex is massive in the visual lobes, because humans have evolved and succeeded based on our strong ability to learn visually, with stereo vision. We can’t fly. We can’t climb trees. Some of us can’t even drive very well. But we can see. Visual imagery works extremely well. Especially for males. And that’s why the movie business does well, action films always need a good chase scene, that’s why there will always be a market for pornography, and that’s why sex sells.
Online, food blogs are even known as “food porn” because everyone wants to lust after the photos and meals that are portrayed by the food bloggers—-that should be all the explanation you need for why you NEED to have images of your food on the advertising. Make the food sexy, and the visual imagery will attract customers, new and existing.
Get with it.
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Everyone knows that it’s the added drink, cookies, and sides (sidelines?) that you make your real profit on. You don’t make any money offering a whopper for $2.50. You make it when the buyer needs a fountain drink, which costs you maybe 15cents, and you charge him $2+ for the drink.
see the above subway incentive. they are running an incentive campaign to suggestive-sell, customers on a drink and some chips.
Nothing fancy, but if you don’t ask, you don’t get.
Every little bit counts, especially when you are talking Nando’s, and many of the locations are clearly sucking wind, oftentimes not so busy, even at times of the week where you would expect them to busy. Especially when it is obvious the operator is behind the counter, looking glum because they are trying to make rent that month, or have had a shitty month of sales. Especially when you walk in, and you are the only person in the joint, and you start to wonder if the product you are being served is fresh. Nando’s HQ Marketing department—-what are you doing for your weaker franchisees, to help them along with their sales? What projects are you working on, WITH them? They have no money in the till—–what do you expect them to do with……..nothing, and what game-plan do you have that will turn their fortunes around slowly, but surely?
The four-wednesday facebook campaign was well-intentioned, but is a short-term affair—the marketing equivalent of a one-night stand. Useless over the longer term.
WHAT ARE YOU DOING THAT IS GOING TO HAVE A MEANINGFUL AND LASTING IMPACT, FOR ALL OF YOUR LOCATIONS????
kitsilano was the first to fall. Who will be the next? Westwood mall? Kerrisldale? West Van? Ironwood plaza? What are you doing for these sorry locations, the ones that even I, a Nando’s fan, can’t bear to patronize any longer?
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Check out this link:
see, specifically, page 6 of the document. They’ve done their market research, and have broken down their demographic into SIX distinct demographic targets.
The Marketing Department undertakes a market research study every two years to keep abreast of the marketplace and to get a better understanding of customers as a whole, their needs and what we can offer to make to their shopping experience exceptional. Through our research, our customers are divided into six (6) key segments. We have identified and prioritized our “most engaged” consumers as our primary customer, however, “all” shoppers are important.
The market segmentation research shows that there are customers who have high category involvement and are interested in learning more about products and are willing to experiment. These customers include a younger segment of the market (19-25 year olds) who are becoming very interested in the wine category.
The five secondary groups of customers fall into the following categories:
•Mainstream, who most often purchase mainstream products, know what they want to buy and are in and out quickly.
Regulars are mature, traditional, not engaged in the category but make planned purchases for occasions.
Bargain hunters are average demographic, price-conscious browsers who look for price-related or added-value promotions and displays.
Deal seekers are mostly male, middle aged to younger, outdoor enthusiasts, not overly interested in the category with basic product knowledge who know what they want but can sometimes be influenced by price or promotion.
Tasters are slightly older, middle income, open to learning consumers but not overly knowledgeable. Staff recommendations, sales/promotions or tastings can impact what they buy.