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These criteria ensured each center’s high profitability. The decision to grant extensive areas of exclusivity enabled each center to attract users more easily, the franchisor-franchisee relationship to be more fruitful and last longer, and enabled the same franchisee to open a second or third center (multi-franchise) in the same area.
Finally, the characteristics of the actual premises were based on the following criteria:
Total surface area, which determines the maximum number of users according to the legislation of each region.
Internal distribution to optimize the application of the Hoffmann Method.
Layout and characteristics at street level to ensure accessibility.
Glassed frontage, to give visibility in the catchment area and also permit the entry of natural light for the well-being of the clients.
Vitalia tried, through marketing and advertising, to build brand image, employing a budget of more than 15% of sales from franchise headquarters and 6% from centers (see Exhibit 8). In conjunction with RMG (www.rmg.es), Vitalia’s marketing strategy focused on operating under the Hoffmann Method. Vitalia’s targets were:
Strategic corporate communication with strong corporate branding.
Strategic commercial communication, either addressed to the general market to capture clients or intended to attract potential franchisees.
Communication through timely and specific campaigns by franchisees to facilitate the opening and maintenance of Vitalia day centers.
At the corporate level, Vitalia produced newsworthy stories and information of interest to the media, resulting in press hits and TV coverage. The number of media appearances had quickly doubled. Cathy Hoffmann had an active role in a health program, two days a week at Intereconomía TV, as a columnist in one of the sector’s most important publications, and as a speaker at health forums and conferences focusing on the elderly.
Business communication acted as an umbrella, helping to plan, develop and complement all advertising campaigns. Vitalia offered each franchisee a comprehensive service that meets their specific needs, drawing on Vitalia’s own expertise in managing communication at both national and local levels, such as in small cities or specific areas. This was accomplished by planning, together with the franchisee, the necessary objectives to meet, and developing a media plan that includes and works towards the agreed targets.
Given the great importance of the Internet as a marketing and communication medium, Vitalia increasingly invested in this area in various ways to provide high visibility for the company and the centers, as well as optimize brand positioning.
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