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Subway's


            Analysis of Subway's "Jared- Campaign.
             Advertisers are always trying to come up with new ideas that will attract the viewer to want to buy their product or invest into their service. They have the burden of coming up with ideas that are new, fresh, and appealing. They must be original, entertaining, and yet still be able to get the point across in an effective and comprehendible manner so that the viewer understands what is being sold. In their book The Language of Advertising, Torben Vestergaard and Kim Schroeder (1985) point out that, "Advertising is senseless unless [the] goods are overproduced so that sellers need to beat the competition'."".
             For this assignment, I have chosen to analyze the current advertising campaign for the Subway sandwich company. In doing so, I will provide general descriptions of the commercials and give an idea of how they are laid out, identify and comment on the values present, and analyze the campaign using the "Source, Message, Channel, Receiver- (SMCR) model.
             To star off, let's take a look at the commercials themselves so we can know what we're talking about. The typical beginning for these Jared/Subway commercials is somewhat typical "they're like any other commercial that tries to get you started with a happy, go-lucky feeling. The first thing you usually see is Jared himself. Now, we have to remember that after the original Jared commercial, we already knew who he is and why he's important to us (and Subway) "he lost a lot of weight and is now happy, healthy, and slim. To start off, the camera usually pictures Jared doing something like walking down the street (on his way to Subway) on a nice sunny day or sitting in the park reading a book and eating a sub sandwich. Suffice it to say that they always start off with all positive stimuli so that the viewer is in a good, receptive mood. This is an essential way of beginning a commercial where the viewer is required to be actively involved in the decision-making process.


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