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Meda. Tot ce-i mai gustos din carne - campanie de comunicare MedaProd, realizata de Propaganda
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Anumite lucruri din jurul nostru reuşesc să ne determine să renunţăm la convenţii şi să fim mai sinceri faţă de noi înşine. Unul dintre acele lucruri este mâncarea apetisantă, aceea care ne face poftă, în orice moment, oriunde am fi. Produsele Meda se încadreză perfect în această categorie – sunt atât de gustoase încât au puterea de a ne face să renunţăm la anumite obiceiuri politicoase din timpul mesei.
Plecând de la acest gând, Propaganda a dezvoltat pentru clientul Meda Prod campania de comunicare „Meda. Tot ce-i mai gustos din carne”. Au fost create două execuţii TV de 30’’ şi cut-uri de 15’’, care pun în evidenţă câteva dintre produsele Meda – crenvurştii, produsul vedetă al brandului, cel mai vândut şi cel mai apreciat din portofoliu, şi salamul – un produs de marcă al fabricii Meda. Cele două spoturi surprind cu umor şi ironie momente în care pofta bate bunele maniere în contextul unei mese în familie.
Campania va fi comunicată la nivel naţional, pe staţii TV generaliste, dar şi de nişă, precum şi prin alte materiale publicitare, care vor susţine şi promova produsele la raft.
„Mezelurile Meda, în special crenvurştii, sunt vestite prin gustul lor deosebit de plăcut. Fiind prima campanie de comunicare pe TV pentru Meda, am vrut ca reclama să se ridice la nivelul reputaţiei gustului produselor şi să provoace poftă consumatorilor. Din primele săptămâni de difuzare se pare că am reuşit acest lucru cu destul de mult succes. Agenţia a venit cu propuneri creative interesante din care am ales să facem două execuţii. Regizorul Radu Jude şi-a adus decisiv contribuţia surpinzând atmosfera reală românească din jurul unor mese cu invitaţi organizate acasă.” spune Mihai Dinculescu, Senior Brand Manager Meda Prod.
“Munca pentru campania de imagine Meda s-a bazat foarte mult pe spiritul de echipă, atât între diviziile agenţiei cât şi între agenţie şi client. Rezultatele ne bucură mult. Am comunicat foarte bine cu clientul, încă de la început, am înţeles nevoile sale şi am reuşit să găsim soluţia cea mai bună pentru a contura brandul şi a-l face cunoscut consumatorilor”, spune Adrian Ţuluca, Managing Director, Propaganda.
Campania îşi propune, pe de o parte, să aducă o creştere a notorietăţii brandului Meda şi să facă cunoscut portofoliul de produse în rândul consumatorilor, iar pe de altă parte să aducă o creştere a vânzărilor.
În decursul acestui an, clientul MedaProd a trecut printr-un proces de rebranding în urma căruia cele două branduri gamă (Medalis şi Numai Bune) au fost consolidate sub un singur brand, MEDA, pentru care a fost gândită şi o nouă poziţionare construită în jurul principalelor atribute ale brandului – gust, prospeţime, calitate. Divizia de branding, Propaganda Brand New, a dezvoltat pentru brandul Meda o nouă identitate vizuală. Atributele care definesc brandul Meda au fost exploatate atât în designul noilor etichete şi al materialelor de semnalizare la raft, cât şi într-o nouă identitate digitală concretizată prin relansarea site-ului www.medaprod.com creat de echipa de digital, V8 Interactive..
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Arne
An intriguing note about how world mkeart demand, and thus mkeart prices, on each of the four Ceylon elevations and gardens Dilmah uses to represent those elevations, has shifted from 1968 to 2008. In 1968 when I began buying tea from MJF, Nuwara Eliya, Dimbula and Uva teas circa1968 were on the top price-wise. Kandy teas circa1968 were on the bottom and Lowgrown teas circa1968 were right in the middle price-wise. New plantings (net of old plantings abandoned) in these forty years have reflected changing mkeart preferences, but with a huge lag factor. It takes a half decade for a new tea estate to be planted and providing a regular, stabilized output of 400MT and up / pa. And to bring that new estate to its fullest quality potential takes a world-class teamaker, intensively working the estate and its factory's capabilities for another few years. What tells the tale at the end of the day is what a given tea estate / factory yields in its annualized revenue per kilo of made tea. This statistic, when taken in composite for Ceylon's four tea elevation zones, is the most sensitive, annual indicator of changing world mkeart preferences for Ceylonteas by elevation. And, man, the stats by elevation have surely changed in these forty years. Ironically, they've changed *back to norm* during the period meaning, back to where they'd averaged during Ceylon's century worth of tea exporting history pre-1968. What does this prove? Buy Dilmah's four packs by elevation, four packs by estate and you tell us. The key to the exercise is to try best as possible to think like a tea estate manager (say, Dilmah's Doombagastalawa) and tea brand mkearting manager (say, our friend Dilhan Fernando). It's harder than you might think to optimize quality at the factory up-country when you must first define quality at the global mkearting manager's offices in Colombo. Is this the eternal push and pull between *manufacturing* and *marketing*, as in the Sri Lankan apparel trade? I think not.What's so great about Dilmah's overall business organization (known to us in the trade as the MJF Group of Companies) is that everything is within one Sri Lankan fully integrated business organization built on one man's principles and carried on by his two sons. More tea business organizations at origins should take the clue. Yet, in the twenty year history of the Dilmah brand, it's remarkable no business organization in Asia nor Africa has attempted to mirror the MJF Group's winning model. Logic dictates new entrants will mirror the Group's model in time. So, check back to this string in 2028 AD and we'll know the names of newcomers who've done it right from plant in (Nawalapitiya) to consumer in (New York)!
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Maaruu
Jen,1. Your first post oversimplifies the plan whtiout considering the overall impact of job creation and expansion to the local economy. The way you wrote it, it sounds as if the city would be gifting the money to lower impact fees. My plan clearly states that the amount of credit they would receive would be based on job creation and economic impact. Jobs create revenue for the city and we require a pro-forma to evaluate economic impact. Your comments suppose that all things would be the same except for the abatement of impact fees. This is not a handout.A real life example of this at work is the Shea Properties development where Walmart is. Shea Properties built the Walmart store and is now allowed to keep 50% of their sales tax dollars up and until the development impact fee costs are recovered. A detailed study was done (as required by law) to determine the overall economic impact of the project. They are actually achieving revenue numbers at a much higher rate than expected and it is highly likely the city will be able to collect full sales tax sooner than expected. Under my plan a business would have to undergo the same type of scrutiny and be able to show economic viability before participating. Again, this is not a gift.2. As already written in the plan For new businesses there would be a delay in development impact fee payments for a period which would allow a business begin operations whtiout the significant up-front costs associated with DIFs. They would enter into an agreement with the city that would place a portion of their sales tax revenue in a credit account that could be used to pay down the DIFs when they come due. The benefit to the business is more working capital to start while having an incentive to boost sales to offset the fees. The plan works the same way for new businesses as it does for current businesses, other than current businesses would only be able to use 25% of their sales tax revenue already generated as a credit. This incentivizes the business and recognizes their past contributions whtiout putting an undo burden on the city budget.The incentive portion of the plan is not going to work for every business. Having the Small Business Ombudsman and creating the round tables may, however, have an impact on struggling businesses who need other resources and attention the city may be able to facilitate.3. Last year we approved 2 new positions in the Economic Development Department. Only 1 was filled. In addition we give Public Service Awards to both the Maricopa Economic Development Alliance and the Chamber of Commerce. Both have been duly warned that PSA awards do not last forever. I would propose the ED position be filled by the person responsible for the Small Business Ombudsman role and any additional funding (if the position required a higher salary) would be augmented with funds already budgeted for small business support through the other two entities. This would create a budget neutral position and would require no additional funding.4. I don't believe any budget cuts would be necessary. This program would be part of the development process already being performed by city staff. New building and expansion is a good problem to have. All of the information necessary to enter into a development agreement with the business would be gathered when they approached the city to build or expand anyway. I would hope the problem we would have is that so many businesses want to do this that we have to consider a budget amendment to accomodate the economic growth in the city.Most of the property that is shovel ready is already improved and the impact fees would be applied to work already completed and other projects in the CIP. The impact fee abatement would not affect the general fund.******I believe my plan is viable because it incorporates the same strategies that cities in Arizona have already been using for larger developments. There is a general feeling that small business doesn't warrant the same benefits as the larger companies, but I disagree. A viable small business can have an impact on a community too.You made a reference to me basing my campaign on Penasco's. The fact is the O'Hare family has given their heart and soul to this community by opening a restaurant and when times were tough, they buckled down and kept at it. They put $1,000,000 in sales into our local economy annually and they employ many people who live in Maricopa. I respect Rosalinda and Sean very much and am proud that they are representative of the type of business owners Maricopa has. They are exactly the type of company that Maricopa should be supporting through programs such as the one I have proposed.Carl Diedrich
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