Turning a Prospect Into a Customer: One Company’s Success Story

You’ve heard the cliché: Everybody loves a person in uniform. True?

Perhaps, but if you’re in the business of selling career apparel, you might not want to call your line a uniform program. For while that old chestnut might hold true about those in the military, the remaining American workforce seems to want an image that is, well, less uniform.

“Research we’ve done suggests that potential customers, those who have no prior experience with a uniform program, want the uniformity without the conformity,” says Tom Maloney, director of vertical marketing, Aramark Uniform Services (AUS).

What do they want? Another cliché, it seems, albeit a different one. “Right now, there is a negative perception of uniforms in the traditional sense,” adds Maloney. “Potential customers are more receptive if you approach them with an image-based, not uniform, solution.”

Image not only matters, but for now at least, it is everything.

It seems that non-programmers, industry parlance for non-traditional wearers, are aware of the value an employee image has for their businesses but are unsure of how to implement such a program. To turn these prospects into customers, AUS developed an innovative marketing campaign called “Cool to the Core™,” which specifically targets non-users who are interested in improving the image of their company.

Rolled out over the summer of 2005, Cool to the Core targeted small to medium sized business owners throughout Florida, its test market. “Many companies wanted an affordable solution for their apparel needs, as well as a unique, non-uniformed look,” says Maloney.

AUS’s TeamCasual ® line of business casual apparel fulfilled both of these concerns. TeamCasual allows a company with a small-business budget to enhance its image with a differentiating, professional look for its employees. “The line has over 260 components to it,” offers Maloney. “It’s a cost-effective way to achieve a professional look.”

The campaign represented a sophisticated blend of three direct-mail pieces, incentive programs, and leave-behinds that highlights how employee esteem can be developed by implementing an image enhancement program. Sales representatives were also provided with key messages and scripts to help open the dialogue with non-programmers.

The campaign offer included:

An Esteem Makeover Evaluation, in which the sales representative would talk with the client about how an image program could boost their brand. The evaluation was free of charge and did not require a purchase from the client.

A $50 gift certificate that could be applied toward the purchase of any one item from an Aramark ApparelOne® catalog. Non-programmers would receive this gift certificate when they met with an US representative for an Esteem Makeover Evaluation.

Non-programmers who signed up for a five-year contract with a minimum average weekly rental volume of $100 were also entered into the Esteem Makeover Challenge. One winner would then be selected to receive a public relations and marketing campaign that included a joint press release announcing the customer’s new image program; a local newspaper advertisement announcing the customer’s new image program; a photo shoot showcasing the new business makeover; a featured case study on the AUS Web site; and a direct mail piece sent to 100 of their customers announcing their new image program.

By any measure, the campaign was a success. Non -programmer sales in the region increased 33 percent compared to the same period the previous year. Twenty-nine businesses signed up for a five-year contract and were thus eligible for the makeover contest. In January, emboldened by the results, AUS launched the campaign nationally. We at UniformMarket like the program so much that we awarded Aramark with a 2006 Univator and decided to feature it again on these pages.

For contest winner Alaqua Country Club, located in Longwood, Florida, an image makeover was long overdue. “Before we signed on with Aramark, everyone looked disarrayed, and employees wore their own clothing, usually t-shirts and jeans,” says Jay Buccellato, golf course superintendent. “Club members didn’t know who the employees were. The image just wasn’t professional, and that was something we desired.”

They also desired a sharp and functional look that would stay within the company’s budget. “Aramark had just contacted me regarding their new campaign, and since I was familiar with AUS from a previous position, I was open to their suggestions,” notes Buccellato.

Within a month of placing the order and being measured, AUS provided the 30-member team with uniforms comprised of a charcoal pant and a tan shirt. Managers now sport khakis and polo shirts, clearly distinguishing them to patrons. “There is no confusion, no unkempt look anymore, and our image has clearly improved,” Buccellato said.

Of course, developing and implementing such a campaign takes not only effort and time, but money. While many in the uniform industry lack the financial resources of an Aramark, they do have the skill, knowledge and creativity to broaden their share of the business. Similar results, can, and are achieved, on smaller budgets. “Everyone is looking for a novel and unique solution to their apparel needs nowadays,” notes Maloney. “Clearly, you need a good product, but finding new customers also takes creativity. You must learn to think out of the box to expand your customer base.”