Cadbury is going back in time and giving some old brands a retro refit. Curly Wurly and Freddo were launched in the 70s. Fudge originated in 1948 and that too is making a come back. They are getting some new packaging which will be a nostalgia trip for those of us who are old enough to remember. Often retro tries to remind us of good times. Look back at the Cadbury’s packaging and it is easy to see the colours and style that have evolved but it is easy recognise the original design and logo.
Some brands are much older than we realise, WH Smith for example was established around 1700. Yet Google and Amazon rank much higher in the top brands, according to Interbrand. So longevity is a real challenge for brands.
Cadbury’s are not alone in using the nostalgia theme. Mini was a classic return for the icon that was so popular in the 60s. Mini has become a style statement this time round and attracted a new audience. It is more sophisticated and has all the modern gadgets. Even a sexy, soft top
The marketing lesson here is to build the brand heritage and yet to move with the times and to be on trend. Cynics might suggest that it is cheaper than new product development.
When Christiana Ronaldo- World Footballer of the year moves to Madrid from Manchester United. The challenge will be more than just football. Ronaldo is an under developed brand and he comes with a record transfer fee. It is suggested that he will generate millions in revenue from sales of shirts and tickets.
The problem is that Real Madrid is often sold out for games and the challenge is to leverage more cash. The price of tickets could be increased. The other option is to build global relationships with key sponsors. At the moment he has Nike and Castrol as the main sponsors. For maximum exposure for the long term future sponsors need to be key global organisations. Once Ronaldo the brand is built then it can be used to enter the lucrative overseas markets and compete with Man Utd in Asia. The model is to copy the Beckham formula of 5 key global brands, that really set the scene for a footballer
Marketing lessons- branding the intangible, perception and entering new markets
Waitrose is seen as the luxury end of the supermarket industry in the UK. It is part of the John Lewis Partnership, which furnishes and clothes us in some style.
It was not immune to the effects of the recession which was biting into sales. Even the more well heeled customers were buying less per visit and also leaving to shop at less expensive retailers.
The challenge for Waitrose was to stop the exodus without damaging the brand. This is tricky, if you cut price it takes away the very base of the brand. Waitrose took the challenge and launched its Essentials range. According to Marketing Week, the chain expected sales of the initial 800 products labelled ‘essential Waitrose’s to hit a target of 15% of sales by October.
A direct marketing and outdoor media campaign was launched and sales are way ahead of estimates. Targets have been hit 3 months early and beat even the most optimistic of forecasts. The plan is now to expand the range to cover around another 600 products.
The Marketing Lesson here is the avoid damaging the brand. The launch was an addition but if too many products become ‘essential’ this could devalue the brand as the overall balance moves away from the core brand values
When Google started life as a university project, who would have thought that it would lead to a multi million $ business. Google News, Gmail, Maps, Google Earth and Adsense are examples of the business growing by innovation. The challenge to large business is to still think like a small business and act creatively. It seems that larger business are struggling to take the risks and often buy in innovation from smaller businesses.
In technology it is doubly challenging as there are so many options and it is a rapidly moving world. If you think that the internet has only really existing for about 15 years, it shows how much life has changed and indeed will change.
So how does Google manage to innovate so successfully? It invests in innovation. Staff have 20% of their time to spend on innovation and the remaining 80% on the day job. Googles’ innovation budget was $2.79 billion in 2008. It uses a project based approach to manage resources and monitor progress.
Each project needs to find a solution to a problem. So with News, the problem was to locate news quickly. Simple format and to the point. Staff who have a track record are supported. It is risky to back a project, hire people and just go the office in Sydney and go for it. But that is pretty much how Maps was born. The same team as working on Wave. This brings together instant messaging, like Twitter with email and wikis.
So being a big business is helping with innovation as there are resources and expertise to use to build networks and generate skills in developing a raw, even wacky idea into a success.
Mary Queen of Shops continues to change the image of Charity Shops. She takes her volunteers to London Fashion week. With her contacts she creates interest by styling celebrities such as Peaches Geldof. That generates column inches in the press and the obsession with celebrity works well for her.
The problem of getting good stock remains. That is until Mary develops D Day Campaign. Key businesses are targeted to see if their employess will donate interesting clothing. She working hard to build a new business for Save the Children. Her shop was given a target of £2000 per week, from existing taking of £900 The result is that sales are up, targets met and customers are spending more on the better range of stock.
This leads to a change in direction for this charity. The new approach is being rolled out over the 125 Save the Children shops
She has proved that charity shops are not the poor relation on the high street.
This is a free taster video of the stripped down marketing plan blueprint. It is the bare essentials just to give you a flavour of the way I try to teach. Please feel free to download it. If you would like the fuller version and receive updates from the blog just opt in.
The current BBC series Mary Queen of Shops seeks to transform the Charity Shop culture in the UK. It changes the traditional view of everything as bargain basement and a hotch potch of somebody’s junk. It transforms into a modern boutique to offer specific products for customers and to move with the times.
The issue is that the staff are mature volunteers who are used to charging rock bottom prices. £20 for a Jimmy Choo handbag, I don’t think so. Yet the challenge is not just meeting the changing perception of the consumer but also the way the staff run the business. It was not an easy task for Mary.
Following some opposition, staff training and a total refit with Conran designers. The result is that more people come into the shop and spend more money in a day than they did in a week. The new manager then has to attract new stock, manage the staff and to deliver the cash. All within a very limited budget.
The marketing lessons are to focus on a different business model. Challenge the way the shop presents itself, build the brand, improve the perception of the consumer and also to change the culture.
Mary Portas Queen of Shops, look for the next progamme, easy watching and lots of good marketing examples
The following article from PR Week, shows the way in which communication is changing. The big name brands are allowing and some are indeed encouraging their customers to build content and community. Coke is a major brand and realises the importance of the change from above the line to more on line media. The effects of this are far reaching for companies, customers and indeed the media business. Those who see the advantages of using Facebook and Twitter will be seen as first mover in the market.
Enjoy the article
Rose Gordon, News Editor of PRWEEK, believes Coke is the “latest thing” in the social media realm. Having just recently spoken with Coca-Cola, the top SVP of Coke Corporate Affairs believes interactivity will drive business. When introducing the new department in a memo to staff, which the beverage manufacturer shared with PRWeek. “ Above the line advertising is declining. Our future success depends on our continued ability to connect people to our brands and our company all around the world, one person at a time,” Tuggle wrote. “Our new office of digital communications and social media will help us become even more comfortable and effective in these new spaces.”
In a recent interview with dna13, Phil Mooney, Director of Heritage Communications (otherwise known as “keeper of the brand”) for Coke shared: “Don’t be afraid to let your community, not the corporation, take ownership of your brand identity. They can be the customers who form more naturally to develop brand attributes.”
Mooney cited the example of the Coca-Cola Facebook community that spawned virally, a result of “two guys in LA who created a fan page.” Facebook asked Coke to take-over and manage the Facebook group — as per its policy that brands own their named real estate. Instead, Coke contacted the two group creators and let the fans decide where to take that conversation.
“This Facebook effort was in pure viral form,” said Mooney. “Today, our Coke Facebook community has 3 million members. The only larger community out there on Facebook is for Obama for President,” he added. Consequently Coke made the decision to “not go corporate” and let the group remain in the fans’ hands.
Mooney also cited Coke’s social media outreach during the NCAA basketball tournament and its “March Madness” sponsorship as another integrated Coke campaign that harnessed social media networks.