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    Inside the Box: The Power of Complementary Branding
    Inside the Box: The Power of Complementary Branding
    Inside the Box: The Power of Complementary Branding
    Ebook293 pages3 hours

    Inside the Box: The Power of Complementary Branding

    By Gregory A. Sausaman and Ed Rensi

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    About this ebook

    In Inside the Box: The Power of Complementary Branding, Greg Sausaman shows you how to add high margin new sales to help solve the pressures of increasing costs such as big minimum wage hikes through smart and strategic complementary branding.     

    Greg combines his 15+ years of experience i

    LanguageEnglish
    PublisherIce Cream 4 You International,LLC
    Release dateDec 22, 2018
    ISBN9780578430935
    Inside the Box: The Power of Complementary Branding
    Author

    Gregory A. Sausaman

    Greg Sausaman is the Co-founder and CEO of Topper's Craft Creamery®. He has a Bachelor's degree in Marketing, and a Master's of Science: Leadership and Organizational Effectiveness; both from the University of South Florida, Tampa. He is a seasoned executive, having held positions with national franchise organizations: Domino's Pizza, Allied Domecq Brands, and Beef O Brady's family sports concepts prior to co-founding Topper's Craft Creamery. He is a former franchise owner of 8 Domino's Pizza franchises in Gainesville, Lake City, and Jacksonville, Florida. He makes his home in the Tampa, Florida area. To learn more about the book; visit www.insidethebox.com.

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      Book preview

      Inside the Box - Gregory A. Sausaman

      Introduction

      Your work is going to fill a large part of your life, and the only way to be truly satisfied is to do what you believe is great work. And the only way to do great work is to love what you do. If you haven’t found it yet, keep looking, and do not settle. As with all matters of the heart, you’ll know it when you find it.

      —STEVE JOBS, APPLE

      My introduction to complementary branding began in 2001, with the challenge of making Dunkin’ Donuts, Baskin-Robbins, and Togo’s sandwiches all fit together under one roof. I was part of a five-person, two-year task force with Allied Domecq devoted to figuring out how to make this work. From that point on, I was hooked. I became a complementary branding nerd.

      Since then, I spent fifteen years in complementary branding. We engineered our Topper’s Craft Creamery brand to specifically succeed as a complementary brand. We tested multiple venues, brands, products, and processes to put brands and complementary day-part products together. At our company, we have realized that we are not in the ice cream business; we are in the complementary branding business with the very tastiest soft serve crafted ice cream available. So good, in fact, we trademarked the phrase best soft serve ice cream on the planet!.

      After years of research and practice, and numerous resources spent to get it right, this book brings it all together. I am sharing my unique knowledge and experience to help professionals in the food service industry answer three key questions:

      1.Should I consider adding a complementary day-part brand to my operation? And why?

      2.How do I do it?

      3.Should I consider making changes within my brand to offer our core products in an Express package as a complementary day-part brand inside another brand?

      Note that the question is worded should we, not can we. The answer to the question can we is a resounding yes! The answer to should we is most likely yes … but do your homework. (See the assessment tools in Section 4 of this book.)

      The second part of question #1 is why? More specifically, Why would we add a complementary brand to our existing brand instead of developing the same product internally as a new offering? As you’ll learn in this book, in most cases, outsourcing is a better option than product development. Ed Rensi, former CEO of McDonald’s®, talked about this in this book’s foreword.

      This is new ground for most brands. Henry Ford is said to have once commented, If I had asked people what they wanted, they would have said ‘faster horses.’ That is how I see complementary branding.

      Complementary branding is a matter of asking:

      • How do we do more with what we already have?

      • How can we add top-line revenues in our existing space with our current employees—with minimal added expense?

      • How can we, as a franchisor, add profitable business options for our franchise operators?

      My Story

      Personally, I have been an operator in QSR (quick service restaurants) my whole career. At twenty-three, I was an area supervisor for Domino’s Pizza. By twenty-four, I was a senior supervisor of central and north Florida operations for Domino’s Pizza. My current business partner, Wade Oney, was my boss. He was running company operations for Florida, at the age of twenty-two.

      At twenty-seven, I signed an agreement to become a Domino’s Pizza franchise owner. With a five-month-old baby and a two-year-old toddler, we bought three franchises in Gainesville, Florida with every penny we had ($18,000), a large loan from a mentor/family member (Bill VanTilburg), and a mortgage with the seller. We later bought four more Domino’s Pizza stores in Jacksonville and built two more (one in Gainesville and one in Lake City) and closed down one that never really got off the ground.

      By age thirty-one, I had eight Domino’s Pizza locations in Gainesville, Lake City, and Jacksonville. It was an amazing and terrifying experience, and I loved every minute of it. We ended up selling them six years later to move closer to my wife’s parents. Family is and always will be more important than money.

      After selling our franchises, I went to work for Dunkin’ Donuts/Baskin-Robbins as a business consultant, which was their term for the company liaison tasked with helping their franchise owners succeed. One of my operators said that I was unlike any other company person he knew; and it was a compliment. I was a franchisee in a corporate suit.

      Because of my success in operations and sales growth, I became part of the aforementioned complementary branding team task force, comprised of a VP and four consultants tasked with figuring out how to put three brands under one roof and make them succeed. I was one of the consultants. (I had been on an advisory group for complementary branding for a couple of years before we went at it full-time.)

      Patrick J. George was the Vice President in our task force. Our primary task was to determine how to meld together a breakfast day-part offering of coffee, donuts, and breakfast sandwiches (Dunkin’ Donuts was just starting into the expanded expresso based beverage category at that time), a lunch and dinner day-part offering of sandwiches, salads, and soups from Togo’s, and an afternoon and nighttime treat day-part offering of ice cream, specialty ice cream cakes, and take-home items from Baskin-Robbins.

      This was different from what Yum! Brands was doing with Pizza Hut, KFC, and Taco Bell at the time. We had all day-parts covered from first thing in the morning until late-night.

      Innovation is hard. It really is. Because most people do not get it. Remember, the automobile, the airplane, the telephone, these were all considered toys at their introduction because they had no constituency. They were too new.

      —NOLAN BUSHNELL, FOUNDER OF ATARI AND CHUCK E. CHEESE’S

      Nolan Bushnell was listed as one of Newsweek’s 50 Men Who Changed America. He coined the phrase easy to learn, hard to master.

      Armed with what I learned from that two-year task force experience; I utilized this expertise when I cofounded Topper’s Craft Creamery. I engineered complementary day-part branding as a core offering, and set it up as a core competency. Complementary day-part branding became my passion. I had discovered my professional mission.

      The Value of Brand Pairing

      Over the past twelve-plus years since we cofounded Topper’s Craft Creamery, I have studied articles, case studies, and everything I could get my hands on about the various forms of brand pairing. (I guess some of us are just nerds when it comes to certain things.) My interest in complementary branding was piqued years ago and still runs with a fire through my veins.

      Putting brands together is known by several names, some are defined below.

      Co-branding

      Also known as brand partnership. Co-branding is when two companies form an alliance to work together, creating marketing synergy. Complementary branding would fall inside the definition of co-branding.

      Complementary Branding

      A mutual affinity in which participants with different brands—bring different products or service offerings together—to do what is in their joint interest and sustains the relationship. Our definition, in this case, includes different day-parts for the brands.

      Brand Pairing

      A specific marketing strategy designed to transfer the positive brand equity of two or more partner brands to a newly created joint brand.

      Multi-branding

      A company marketing several similar products as competitors, each with its own individual brand name.

      This book is about complementary branding overall; not any single brand, including our brand. It is a multi-faceted look at why Host brands should be interested in adding a Guest brand as a complementary offering in their venues, and how to do it successfully.

      Host Brand: the existing brand venue

      Guest Brand: the complementary brand that is being added

      Most importantly, this book allows you to maximize your impact in the market by determining what your most valuable intellectual property (IP) is so you can further develop it. You need to fully understand who you are as a brand, and your core competency. What is your competitive advantage that you can build on with the addition of a complementary brand?

      The addition of a complementary brand will add three elements to your Host brand:

      1.Your customers spend more money while they are in your space.

      2.Your customers come to your space more often.

      3.You create greater value for coming to your space, which allows you to charge more than your competitors for the convenience and value of the experience.

      This book will show you how you can, as a complementary Guest brand, provide the above-mentioned elements by:

      • Offering a turn-key solution

      • Offering a high return on investment (ROI) for the operator

      • Providing a unique and distinctive high-quality

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