Search results matching tag 'Credit crunch'

GRRRooming for ‘real’ men

209478 — Tue, 03 Nov 2009 13:56:00 GMT

Male grooming brand, Bulldog, is biting back.

Their 100% masculine products provide an answer to those stripped down ‘for men’ versions of female brands.

Bulldog’s affordable range also aims to provide men with a new, natural and pioneering alternative to the chemically over-laden grooming sector.

Packaged with strong but simple branding, Bulldog clearly knows its market: men who care about their skin but who aren’t interested in fussy lotions and potions.

Simple and reasonably priced, it does the trick without the girlie frills – just right for these credit crunch times. (A big thank you to Lee for this.)

Ref. http://meetthebulldog.com/

Luxury experiences VS. luxury items

209478 — Thu, 17 Sep 2009 11:20:00 GMT

Pack away your Breitling, your Vuitton bag and your Mont Blanc pen. There’s new research out, published by McKinsey, that reveals a decline in Japanese consumers’ seemingly insatiable appetite for luxury goods.

The over-55s are the group most likely to prefer luxury experiences to luxury goods, with travel as the main beneficiary of this shift.
The manager of a leading luxury Tokyo hotel said that most of his guests are Japanese, and many are Tokyo residents, “A large part of our customer base is 35–55-year-old ladies with money, so we are going after the same wallets as the luxury manufacturers.”
Furthermore, across demographic groups, one-third of all consumers, and as many as 43% of those aged 55 or older, agreed that “owning luxury goods is not as special as it used to be.” And only 32% of respondents said they were ‘very’ or ‘somewhat’ interested in luxury products, compared with 51% in the same survey in 2004.
This looks to be a universal trend that isn’t going away anytime soon.

Ref. http://www.futurelab.net/blogs/marketing-strategy-innovation/2009/09/luxury_experiences_not_luxury_.html

The low end has never been riding higher

209478 — Wed, 09 Sep 2009 16:25:00 GMT

Wired magazine examines a trend within the marketplace that they refer to as the “Good Enough Revolution”. It’s a change in people’s priorities. Ease of use, availability and price are starting to matter more than quality and high-end functionality.

As with all paradigm shifts, this one is uniquely suited to the times. Our lives are increasingly plugged in and immediacy and output are key. Add in the credit crunch and you can see why products and services designed to reach the widest audience – ignoring the hardcore users and experts whose needs are different – with bare bones functionality are triumphing. They’ll do what needs to be done at a price that virtually anyone can afford.

The success of Take The Flip’s Video stunned the industry, although it shouldn’t have. It’s just the latest example of what might be called Good Enough tech. Cheap, fast, simple tools are suddenly everywhere. We get our breaking news from blogs, we make spotty long-distance calls on Skype, we watch video on small computer screens rather than TVs, and more and more of us are carrying around dinky, low-power netbook computers that are just good enough to meet our surfing and emailing needs. The low end has never been riding higher.

Ref. http://www.psfk.com/2009/09/is-the-good-enough-revolution-really-okay.html

Want to solve credit crunch brand challenges? Go Back to School With Your Marketing

771309 — Tue, 23 Jun 2009 13:18:00 GMT

As the recession continues to bite it’s clear that consumers’ trust in brands has been badly shaken. This consumer faith crisis, triggered by loss of confidence in the financial sector, has strengthened distrust in brands across other sectors like energy supply where brands are perceived to be passing on costs to consumers through unprecedented tariff rises.

It’s clear that brands, particularly in these sectors, need a recovery strategy in place before plummeting trust causes irreparable damage. So, the big challenge, over the next eighteen months at least, will be how to reach consumers and transform negative perceptions into positive ones.

A savvy marketer will recognise that when trust has gone it cannot be rebuilt easily. Which begs the question of how to approach an increasingly cynical and credit crunch weary consumer in a way that won’t be rejected out of hand? Does the answer lie in familiar marketing channels such as traditional above the line campaigns, sales promotion, direct marketing or public relations?

Whilst all of the above have their place, today’s marketing literate consumer is capable of spotting a heavy handed "campaign" at a thousand yards, especially one that overtly sets out to achieve a double whammy of repairing trust fences and building brand value at the same time.

The good news is that there is an alternative - Social Partnership Marketing, a blend of Social Marketing and Cause Related Marketing. Whilst the latter disciplines have not always been seen as a profit opportunity Social Partnership Marketing offers a way for business to make an important contribution to a social cause whilst improving consumer relationships and profits.

Social Partnership Marketing allows brands to either create or link with activity that is key to welfare and development within the community, thus delivering an improved brand image and sales. The best marketing channel for this activity is in partnership with the UK’s 30,000 schools which offer a chance to address 10 million pupils and 15 million parents plus 1 million people employed as teachers and support staff.

There are some good examples that epitomise the activity such as the ‘Let’s Grow’ project carried out by the UK’s fourth largest super market chain Morrisons. The activity was triggered by research carried out by the retailer which highlighted that a huge number of schoolchildren had never grown anything in a garden, plant pot or allotment. It also showed that 8% of children thought bananas grow in British gardens – while one in ten had no idea that potatoes and carrots can be grown in a garden, at home or at school. More importantly it showed that 75% of children were not eating their recommended five portions of fruit and vegetables each day.

'Let's Grow', was launched with thousands of packets of seeds being sent to participating schools to enable teachers to encourage pupils to have fun with food and start planting. Enough free seeds were distributed to grow around 1.5m salad leaf plants for six million salad bowls. The campaign supported the Government's 'Healthy Schools’, 'Eco Schools’ and ‘Learning Outside the Classroom' initiatives and was fronted by well-known garden designer and TV Presenter Diarmuid Gavin.

Parents, friends and families were able to get behind the scheme by collecting 'Let's Grow' reward vouchers from their local Morrisons and schools could redeem these for free gardening equipment, including everything from seeds to spades, composting bins to planters and even a greenhouse.

The nationwide campaign involved18,000 plus schools and millions of 'Let's Grow' vouchers were collected by parents to give children the opportunity to grow their own food in their school grounds.

Through the scheme children learned valuable skills by growing their own vegetables and fruit at school, and got the inspiration to follow a healthier lifestyle. The campaign was fully supported by advertising, PR, and teaching resources (written by qualified keystage teachers) that helped to provide stimulating lessons for children in a wide variety of subjects

The Morrisons campaign, which has now become a yearly fixture for the brand, illustrates that schools make great partners because they are forward looking, enthusiastic, innovative and welcome original links with businesses and non-commercial organisations. Social Partnership Marketing offers a ‘winning line’ solution for both participants.

From their partnership with brands schools can benefit from financial support, approved curriculum supporting materials, creative thinking and ready made focal points for tackling social issues such as obesity.

From the brand’s viewpoint the channel gives direct access to a vast number of parents who are happy to support the brand to achieve something worthwhile. The ‘Let’s Grow’ campaign illustrates the huge support and enthusiasm that parents and friends are willing to bring to a social partnership campaign that shows tangible benefits. Footfall increased within the voucher collection period, contributing to Morrisons achieving a bigger growth in market share than any of the other big five supermarkets in 2008. Altogether, the brand increased its share in the grocery market by 9.7% in the last quarter.

Although Morrisons ‘Let’s Grow’ has been in existence for only one year, a survey of teachers has shown that it has been better received than Sainsbury’s Active Kids campaign, which is no mean achievement given the time scales.

Right now brands should be thinking how they can solve their trust problem by reaching the community with projects like this. Working with the right marketing partners, who can create campaigns that deliver suitable and exciting benefits for schools, social causes and families, will reverse negative perceptions and increase sales.

However, before embarking on a project like ‘Let’s Grow’ brands should understand the territory and be prepared to abide by some clear cut ‘school rules’ to make sure they tread the right path. For example, activities should provide a clear benefit to participating schools who should always have the choice to opt in, or out, of any activities. It is also vital that levels of branding should be appropriate to the activity and that schools are made aware of the social or commercial objectives of the activity, after all with honesty comes trust.

Mark Fawcett is Founder and Chief Executive National Schools Partnership

How can you help people become more resourceful?

209478 — Thu, 11 Jun 2009 09:41:00 GMT

Think like Japan-based Tohoku Kankyo, who’ve created Samu, a 30lb robotic pet poop composter (which also resembles a dog).

The pet poop bin can turn up to 1,000g of pet waste per day into compost.

The Great Recession is prompting people to be more resourceful, so items such as composters are gaining ground.

But up until Samu, there hadn’t been a safe, purpose-designed way to compost pet poop.

The poop-to-compost process is simple: fill Samu with a proprietary substance (and refill every several months), dump in the waste, close the lid, push a button and Samu gets to work.

Ref. http://www.iconoculture.com/Approach/WhatWeIdentify/Observations/GenXers/index.aspx?DocName=oa_SamuPoopComposter_110270

Time for the brand identity business to re-evaluate

2605259 — Wed, 10 Jun 2009 15:51:00 GMT

Declining income, conflicted managers and demoralised staff. If you’re in the brand identity business, it may be time to re-evaluate your business development strategy.

Recently, whilst out-and-about in the branding community, conducting what I now refer to as the rounds, I have noticed a worrying vacuum or, in the wider context of things, an opportunity well worth exploiting.

It is undeniably tough out there – clearly illustrated by frugal cost-cutting, unpaid leave, head-count freezing and many other cautious, overhead reducing activities. However, I am amazed at how so many senior managers are undervaluing the importance and holistic benefits of a clear marketing and business development strategy.

On mass, agencies already on the verge of collapse have started advertising vacancies for generic new business positions. Their posts command applications from candidates who can guarantee a rolodex of clients and qualified leads. In return they offer little more than the most basic salary, an unclear future and very little, if any, security. They too often rely on badly managed and out-of-date contact lists and assign the task of cold-calling to reluctant if not actually telephobic staff, or outsource it to apathetic third-party telephonists.

How then can consultancies expect to grow, during a time when salaries are cut, morale is at an all time low and unpaid leave is encouraged? The answer, I suggest: Agency leaders themselves need to start thinking outside of the box.

Senior partners and managing directors: Regardless of the current economic situation, if the process of business development is not introduced and encouraged throughout the structure of your business, and its importance promoted through every role featured on your organogram, you really will only have yourselves to blame when you are forced to reduce overheads further. Accountability cannot be outsourced.

Developing new business is itself just one component, one step within a wider business development model – a model that includes effective account management, dedicated client service and creative direction. Business development should sit at the core of every business function, and for it to be implemented successfully, the firm’s leaders need to recognise and promote its importance from the outset.

It can help, too, to go back to grassroots, find out what is it that motivates both account managers and creatives, and take time to define the opportunities that your strategists and planners are dreaming of. Surely, the thrill of working on an exciting brief, or pitching to win a new piece of business is a good starting point. By encouraging and endorsing ‘new’ business development in this way you will unlock potential – be it personal ambition and a chance to shine, newly revealed relationships, other previously hidden assets or a surprisingly innovative solution.

Developing new business should not be a lonely, sit-in-the-corner-and-pick-up-the-phone job. In much the same way that as consultants we help clients to positively penetrate the hearts and minds of their employees, agency leaders should encourage, promote and incentivise in-house the function of identifying and nurturing relationships.

Whether you employ a senior professional, or choose to take it upon yourself, you should treat business development as a well-oiled and well-maintained management tool. Business development should sit comfortably within every employee’s remit – especially in those of your most senior team. Remember, people buy people!

How can you help people fight back in tough times?

209478 — Tue, 09 Jun 2009 08:00:00 GMT

Think like Cardsofchange, a place where the glass is always half-full, and where all the bad news of the day takes a back seat to stories of individual success.

Their mission is simple: collect business cards and ‘positive change’ stories from people who’ve recently been laid off, and connect them with new opportunities from potential employers, business partners and people who make the effort to look on the bright side.

Similarly, environmental and innovation consultancy, eco3, are walking the talk.

They help clients develop better products and packaging with lower environmental impact, and are building the notion of ‘re-use’ into their identity.

To create their business cards they simply stick the ident onto anything handy, e.g. a train ticket and bingo card http://www.eco3.co.uk/index.htm

What can you do to spread a bit of free love when people our down on their luck?

209478 — Wed, 03 Jun 2009 13:59:00 GMT

Take some inspiration from 26-year-old Alex Light who after losing his job in Dubai real estate, set up Bad Times Bootcamp to help unemployed people get fit and get to know each other.

A qualified personal trainer, Light set up his free fitness classes to help others stay active and stay positive.

The group had its first session in March 2009, bringing together people in new but similar situations to share experiences and find the support they need.

www.badtimesbootcamp.com

Light now hopes to spread the concept across the globe, welcoming the possibility of sponsorship in order to keep the classes free whilst supporting himself and his new social enterprise.

And when the downturn ends, he hopes that his classes will offer the employed a more valuable way to network.

See also www.laidoffcamp.com which organizes free, ad-hoc gatherings of unemployed and non-traditionally employed people - including freelancers and entrepreneurs - who want to share ideas and learn from each other.

Sessions at LaidOffCamp meetings address topics such as living on an extreme budget, building a personal brand, how to be a freelance consultant and more.

Ref. http://springwise.com/lifestyle_leisure/badtimesbootcamp/

How can you help people re-slice the familiar?

209478 — Tue, 02 Jun 2009 12:22:00 GMT

Think like the US beef industry who’re rolling out new cuts in response to people’s desire these days to make more of their own dinners, and seek out relatively cost-effective ways to enjoy a good steak.

The beef industry spent five years and $1.5 million studying the chuck roll, the area under the shoulder blade that's normally turned into moderately priced steaks and chuck roast — and came up with five new products.

Country-style Chuck Ribs are boneless and best braised, like a short rib.

America’s Beef Roast can be roasted in the oven and makes a great sandwich.

The Denver has lots of marbling and is best cooked to medium-rare.

The Sierra is similar to a flank steak and needs to be marinated for several hours before grilling or broiling.

The tender Delmonico steak is best grilled or broiled.

These new cuts will cost people as much as $4 more per pound than traditional cuts from the shoulder area, but still less than premium cuts.

Ref. http://www.iconoculture.com/Approach/WhatWeIdentify/Observations/GenXers/index.aspx?DocName=oa_InexpensiveBeefCuts_109661

Does your brand create any surplus? If so, how can you put it to creative use?

209478 — Thu, 28 May 2009 08:40:00 GMT

Take a leaf out of Veggie Trader’s book.

In the US, frugal consumers who’ve been busying themselves growing their own produce can now make a bit of cash on the side.

Veggie Trader’s new website provides green-fingered individuals and locavores with an online network where they can buy, sell or trade their homegrown bounty.

The site’s founders hope to encourage users to specialise in certain crops too through a concept they call ‘cooperative gardening’.

‘The idea is pretty straightforward,’ the website reads.

‘A group of neighbours agrees at the start of the growing season to a list of produce they want to grow.

Each household then raises the types of produce it believes they’re best at growing.

By concentrating exclusively on just a few crops, each household will (in theory) enjoy greater yields and better quality produce.

The resulting harvest can then be swapped and distributed among the whole group, with everybody getting a little bit of everything.’

Originally launched so that at-home gardeners could sell off their excess produce, the website has now grown to be a fully-fledged trading system for people concerned with sustainability and local food.

Ref. https://www.lsnglobal.com/seed/view/573