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case study SonicLocal Marketing ManagementSONIC Drive-Ins®Like many other marketing groups, the marketing team at SONICDrive-Ins® seeks to streamline marketing efforts at the store level,while at the same time boosting brand consistency. To meet theseobjectives, SONIC uses marketing platform technology.Background SolutionWith approximately 3,500 drive-ins nationwide and more than a To foster greater marketing success at the store level, SONIC lookedmillion customers served every day, SONIC has established itself to Saepio. With Saepio, SONIC is well equipped to deliver a one stopas a leading purveyor of the classic drive-inexperience. With a resource for all a franchise’s marketing needs. Now, SONIC provideshistory that goes back to the 1950s, customers at every SONIC corporate, franchise, and store level marketers with a single systemDrive-In can still enjoy being served by a smiling carhop, often on that streamlines marketing content development and delivery.roller skates, that brings orders right to the car. SONIC’s innovative Benefitsmarketing continues to be instrumental to the company’s ongoing With Saepio, SONIC’s stores save time because they don’t have tosuccess. reinvent the wheel each time they want a new marketing piece. IfChallenge a user needs an ad today, they cancreate it instantly, rather thanWhile SONIC’s corporate marketing team directed all national waiting weeks or a month to get it developed and produced. SONICand many local marketing programs, other local marketing efforts has realized significant cost reductions by minimizing time spent atwere managed by franchise owners and managers. Many stores the franchise level on ad hoc, one-off marketing deliverables, andhad long-established vendor relationships and found it cheaper associated agency expense. Not only can stores produce more, andor more expedient to develop resources tailored to their specific more effective, marketing deliverables, but the company benefits fromlocales, however, the corporate brand suffered through inconsistent more consistent brand execution across the board.execution when these ad-hoc efforts were of poor quality. Notonly were the corporate resources not fully leveraged, but thestores were spending significant time and money to develop theirown deliverables in addition to those that existed. Ultimately, thisresulted in profits not being optimized for the enterprise.