Challenge:
A new trade and public show was founded in 1987 to profile the growing number of kosher foods. The show turned out to be a huge success. But how do you turn a niche market into a mainstream growth category? How do you change age-old perceptions of kosher foods and wines that would hinder its expansion?
Solution:
LUBICOM researched and compiled data on the sales of kosher foods in the US. It mounted a major public relations offensive, launched an industry publication, created a high end trade show, and in short order kosher became a leading food category with a presence in 18,000 of the nations 32,000 supermarkets. LUBICOM single-handedly had turned kosher into a major industry.
Challenge:
Faced with growing competition for “inexpensive” long distance and overseas telephone rates, Sprint was looking to break into the lucrative Jewish market, including the many Israelis that live in the US. How do you make Jewish customers feel that Sprint cares about them by offering the lowest rates, including the highly utilized Israel calling destination?
Solution:
LUBICOM created special materials and ads that highlighted the advantages that Sprint offered, including translating materials into Yiddish and Hebrew. The result: A large number of customers switched to Sprint long-distance services.
Challenge:
The Gallop Organization had just completed a survey for the luggage and leather goods industry that showed that most people do not consider the quality of the luggage they buy as reflective of their image. This was seriously affecting sales of domestically produced luggage. How do you increase the perception of value for luggage? How do you get someone who drives a Jaguar not to walk around with a worn and inexpensive briefcase?
Solution:
LUBICOM created a logo and slogan that was adopted by the luggage and leather goods industry. The slogan was “The Finishing Touch” to emphasize that the briefcase or luggage was part of a person’s image. The graphic was a line art image of a briefcase with an opening in the corner to reflect the adopted slogan. LUBICOM CEO Menachem Lubinsky became the marketing spokesman for the industry, appearing at their national convention and writing columns in the industry publication. The result was a significant increase in sales for more expensive personal bags like briefcases.
Challenge:
It was the age of the 80s when there was large scale conversion from apartment rentals to condos and coops. LUBICOM had already coordinated a campaign for the Trump Organization, under Fred Trump, father of Donald. Now, a developer was planning to do the same in Boro Park? But how do you convince a skeptical public that owning a condo is to be considered like owning a house?
Solution:
LUBICOM was responsible for developing the creative identity, logo, materials and advertising for Boro Park Village. As it has done in many similar instances, LUBICOM touted the benefit of owning a condo in this premier neighborhood. It went on to become a major success.
Challenge:
A New Jersey milk producer was looking to penetrate the New York kosher milk market with “better” milk at lower prices. The company argued that its Goldman’s milk was indeed better because the milk came from quality farms that used quality feed without any artificial ingredients. But how do you convince the consumer that milk is not milk and that there are differences between brands?
Solution:
LUBICOM mounted a major campaign to educate the consumer that there are differences in the quality of milk. It resorted to public relations, sales materials, and an ad campaign that included “You Wouldn’t Just Choose Any Doctor for Your Child – So Why Would You Choose Just Any Milk.” This association of milk with quality ultimately helped Goldman’s milk penetrate the market and become a major success under the Ahava brand.
Challenge:
For generations, most Americans either made gefilte fish at home by buying fresh fish (like Pike or Carp) in the market or buying gefilte fish in jars or cans. Another option that became popular in recent years is pre-cooked frozen gefilte fish, which allows the housewife to prepare or even enhance home-made tasting gefilte fish. But the predominant gefilte fish was still those that where jelled and jarred. How do you get people to think of frozen gefilte fish as equal or better to the traditional gefilte fish in a jar?
Solution:
LUBICOM helped A&B Fish, producers of gefilte fish, develop a marketing strategy for securing a greater share in the gefilte fish market. It included public relations, sales brochures and an ad campaign that said “We’ve Taken Gefilte Fish out of the Jar.” The campaign was highly successful as A&B experienced enormous growth.
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