Franchise Update Magazine Issue III, 2015 | Page 46

CONSUMER MARKETING

CMOQ&A
Raising the Red Roof
CMO Marina MacDonald does it all

M

BY KERRY PIPES

arina MacDonald has worked
in the hospitality industry for
nearly three decades. Since November 2007, she’s been with Red Roof Inn,
the past year and a half as CMO. Red Roof,
a player in the economy lodging sector,
has more than 400 properties across the
U.S., split among franchised, corporatemanaged, and corporate-owned units.
As CMO, MacDonald is responsible for
helping the brand achieve its annual goals
and objectives by leading and directing
its sales and marketing programs. In this
role, she develops targeted marketing initiatives that build the brand, increase
customer loyalty, and support an
integrated sales program. She
also interacts with the franchise
community and the brand’s
stakeholders, maintains relationships with Red Roof’s top
customers, and plays an active
role in field sales.
While she works
with a large number
of groups and people,
she says the brand has
two primary audiences: its customers
and its franchisees.
“I strive to find fulfilling solutions
and compelling
tools to build up
and showcase both
those audiences,”
she says.
That’s important,
says MacDonald, because Red Roof’s franchise community is closeknit, and the owners feel
they are important and the
focus of the brand’s attention. One strong piece
of evidence? “Over 90
percent of Red Roof Inn
franchises say they would
recommend Red Roof to
other potential franchisees,”

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she says. That’s the kind of validation that
bolsters sales and development.
She maintains an active role in the
Hospitality Sales & Marketing Association International (HSMAI) as a member
of the organization’s executive committee and is a Certified Hospitality Digital
Marketer. In 2012, HSMAI named her
one of the Top 25 Extraordinary Minds
in Sales & Marketing.
Describe your role as CMO. I lead all
marketing and consumer sales efforts, including the national account sales team,
digital, social and traditional marketing,
and franchise marketing.
What’s unique about the CMO
position at Red Roof Inn? At
Red Roof we have two distinct
audiences: 1) the traditional
consumer, who stays in our
product, and 2) the franchise owner, who provides the product. In
my position, I strive
to find fulfilling solutions and compelling
tools to build up and
showcase both those
audiences.
What’s the most
challenging part of
being a CMO today?
Keeping abreast of everchanging technological
advances.
What are the 3 most
important keys to being an effective CMO
leader today? Having
team members who are
expert in their field; competent partners who deliver
on the technical side of the
customer experience; and
leadership that ensures all the
pieces work together.

How do you prepare a marketing plan
and execute the strategies? All marketing plans are based on customer needs
and wants with insight into what is being
offered competitively. Strategies focus on
the channels with proven track records
of resonating with our target audiences.
How do you measure marketing results and effectiveness? Metrics vary
by project, but ultimately we want to see
our consumer demand grow in terms of
new guests and more loyalty from current
guests. In terms of franchisee effectiveness: growing demand for the franchise,
franchisee intent for additional projects,
and willingness to recommend.
Discuss your core consumer marketing strategies and objectives. We begin
with the basics: a product that is best in
class, which not only exceeds the guests’
expectations, but also delivers the returns
that attracts new franchise owners.
How do you go about creating a “customer-centric” marketing and brand
philosophy? We listen to our guests and
franchisees. 1) Guests: through active engagement in social channels and a concentrated focus on guest surveys, online
reviews, and issue resolution/avoidance.
2) Franchisees: by developing personal
relationships, an active consultative environment, and surveys.
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