Company/Partner: AAA Northern California, Nevada & Utah
Role: Marketing lead for Next Gen and initiator of new processes
background
As part of AAA’s strategy to increase its relevancy and appeal to a new, younger audience, AAA set out to redesign its branches. The new locations, known as “Next Gen” (short for the “Next Generation of Branches), contain innovative tech to inform and entertain visitors and a lounge for members in addition to the service AAA is known for. AAA is planning on opening 100 in the next five years, with 20 this year. The problems: The marketing of the openings was labor intensive and individualized, creating extra work for an internal creative team and branding department that was already stretched too thin. Vendors were also unsure of their role, leading to churn.
“Mel’s many strengths include her ability to wear multiple hats at once and perform them all efficiently. She’s sharp and a quick learner who takes initiative rather than wait for direction.”
tactics
· Identified and crafted a messaging strategy for each of the four types of new branches planned. Orchestrated executive buy-in, thus eliminating time-intensive creative reviews for each opening.
· Instituted an enhanced communication process between AAA and all vendors with kickoffs, weekly calls and a shared online communications plan so information is shared and up to date.
· Centralized all communications between AAA and vendors through one agency and negotiated the agency’s retainer.
· Templatized all marketing communications collateral resulting in cost-savings and the freeing up of the internal creative team.
results
· Reduction of internal creative hours delegated to maintenance of the program.
· Client cost-savings due to improved relationships with vendors and clarity around processes and roles.
· Internal economies of scale achieved from advanced planning.