Krispy Kreme Continues to Leverage the Social Web to Empower Consumers to Own and Keep the Brand Alive

October 23, 2011

By Telisa Yancy, Director Advertising, Brand and Media

Although Krispy Kreme Doughnuts has just under 800 stores, in 21 countries, CMO Dwayne Chambers, states that the company is NOT in the business of increasing same store sales, or growing traffic, or average check numbers.  No, those are simply the results of executing flawlessly against their true objective: 

"to build positive meaningful relationships, first with our team, second with our guest and third with our community"

Even Mr. Chambers admitted at the start of his very engaging presentation that this objective and even its mission ("To touch and enhance lives through the joy that is Krispy Kreme") sound a bit mushy, but based on his presentation, both the mission and the objective are the results of Mr. Chambers and his team being keenly aware that a brand in the hands of fanatical, loyal consumer-advocates is much more powerful and long lasting than anything that could be created. 

At its core, and, in my opinion, like most specialty ready-to-serve retail brands, Krispy Kreme started out as a word-of-mouth brand, and continues to leverage the social web to empower consumers to own and keep the brand alive. In the two years since the company launched its Facebook page, they've added 3.7 Million fans, and continue to add 3,000 to 4,000 fans each day. 

Even with the CMO humbly giving credit to the consumer for its growth story, there IS a quite a bit of marketing that the company and brand are facilitating, Things like the "HOT NOW" sign, the longstanding process of allowing everyone to see the cooking process (also known as Doughnut Theatre), and even the paper hats that are distributed to symbolizes fun.  Perhaps the biggest contribution that marketing has made is the decision to not mess with the original formula or process to make the product.  In a world demanding near constant innovation and change, having the stamina and courage to resist "improving" is perhaps one of the biggest decision that this team can make. It seems to be working! 



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