What Chicago Needs
Chicago Place
Chicago
Market research showed that Chicago Place, the upscale, vertical shopping
center on North Michigan Avenue, lacked consumer recognition. Some people
surveyed had never heard the name "Chicago Place" or knew the center only
by its anchor, as "the Saks building." Another perception was that its
many one-of-a-kind shops made the center "too unique and boutique-like"
and failed to meet their everyday needs. And only a tiny percentage of
residents were aware of Chicago Place's customer services, including
complimentary next-day delivery, concierge services, valet parking, and
complimentary holiday gift wrap.
Research also determined that 32% of Chicago Place's customers were
local residents who came from their homes to shop and who typically spent
almost twice as much as tourists.
The center's marketing team realized that it needed to strategically
target the high-spending resident, increase overall awareness, emphasize
the wide range of needs-based merchandise at Chicago Place and promote
the benefits of its customer services.
OBJECTIVES
1. To increase annual sales by 8% by increasing the share of
shoppers who live nearby and come from home.
2. To improve name recognition and create a cohesive identity for the
center, linking Saks with the center and its food court.
3. To raise awareness of Chicago Place as a diverse, yet needs-based
center for the upscale city life-style.
4. To raise consumer awareness of customer services.
IMPLEMENTATION
The team developed a creative platform to be used for all advertising.
The positioning line, "What Chicago Needs," would depict Chicago Place as
a center that offers real merchandise for real people, yet appeals to
upscale urban consumers. The tag line, "8 Floors, 50 Stores, Saks Fifth
Avenue, 700 North Michigan Avenue," would raise awareness of the diverse
stores while creating a cohesive identity for the center and its anchor.
Consistent layout and ad placement reinforced the clear, concise message.
Media included the Chicago Tribune's zoned sections, Chicago Social
magazine and Windy City Times; outdoor boards in residential
neighborhoods; a holiday catalog and direct marketing, complete with
shopping incentives. To reduce postage, some "direct mail" was sent by
delivery service to businesses within walking distance of the center.
To market specific merchandise categories and encourage destination
trips, the team developed a series of events, supported by public
relations, that were designed to appeal to shoppers' life-styles. They
included the "What Chicago Needs to Feel at Home" home-furnishings event
and the "What Chicago Needs is a Perfect Place to Register" bridal event.
A number of events were linked to raising funds for local charities.
Finally, Chicago Place's customer services were promoted in all direct
mailings, in-center brochures and signage.
RESULTS
Between July 1996 and April 1997, comparable sales rose 12.45%. Evidence
of the campaign's direct impact could be seen at once: The ads kicked off
in July to support the summer clearance sale, boosting centerwide sales
13.35% and women's apparel sales 10% over the previous year. The
home-furnishings event drove up sales that month by 23.8%, while the
bridal event boosted sales 8.4% for its month. Both events garnered
considerable publicity.
The outdoor boards achieved 24 million gross impressions to targeted
Chicago residents ages 25 to 54, and the print advertising scored 6.2
million impressions. The campaign also boosted awareness and use of the
center's customer services. Use of the free delivery service increased
30% within a month and during the holidays nearly doubled from the
previous year. Use of the free gift wrap center increased by 10%.
CREDIT
Owned and managed by: Brookfield LePage
Professional recognition to: Patricia A. Humphrey, marketing
manager; Michelle Clairmont, marketing assistant; Sara Jisa, marketing
administration assistant; Brookfield Creative Services, advertising
agency.
EXPENSES
| Newspaper ad production | $15,500 |
| Newspaper ad placement | 50,399 |
| Magazine ad production | 4,500 |
| Magazine ad placement | 15,200 |
| Outdoor ad production | 26,000 |
| Outdoor ad placement | 54,000 |
| Catalog production | 68,000 |
| Catalog postage | 19,000 |
| Direct mail production | 22,000 |
| Direct mail postage | 11,400 |
| Events signage, display | 22,900 |
| Total | $308,899 |
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