‘Follow us’ and ‘Stay Connected’ buttons are now as commonplace on websites as the word ‘like’ is ever-present in a teenager’s vocabulary.
I’m seeing it in the most unlikely of businesses this year. This photo was taken at a country park. Do you really want to follow and interact with the tweets of a park (it certainly isn’t Disney)? How about the Trainline? Or Firefox?
Yes, Facebook is hooked into 8% of the world’s population (26 million in the UK) but when such buttons become ubiquitous clichés, what will you do to stand out?
Rebranding is an ugly word. All too often it’s a euphemism for ‘we were rubbish but a cleaner logo and new strapline means you should forgive our history and buy into this new stuff.’ Perversely, not rebranding is one of the reasons Mr Brown is going to be punished so badly on Thursday.
But I am a fan of change. I love improvement and progress and no one needs that more than a trio of uber-brands: Toyota, BP and Nike. All three have had a disastrous time in 2010 but the BP spill is sickening beyond belief. All three are surely hiring branding experts to refocus messages and ensure customer buy in?
But that’s the problem with most branding. It’s not the logo, or font, or jingle, it’s what the company does that makes it what it is. That’s why the purest marketing is a reflection what you are (your true story), not what Madison Avenue portrays you to be. Actions are what customers truly judge you on. The slickest branding in the world won’t get you to invest in Bernard Madoff!
So, Nike needs Tiger to stay on the wagon, Toyota needs consumer confidence more than we need oxygen and BP (along with everything they’re about to devastate) need a biblical miracle.
Nestle are used to their fair share of bad press; students the world over have seen to that. But March 2010 is when they will go into social media case study history.
For anyone who’s not read the full saga, here’s the short version: a video was staged which drew a play on eating Kit-Kat and orangutans’ fingers. Nestle had the video taken down but, of course, it reappeared. They chased it around the ‘net like a drunk trying to bath a cat and made life pretty miserable for themselves by fumbling over logo violations when Greenpeace were organised.
I’m struggling here between ethics and communication tactics. If you make a bad product – deem that as you will – then, with or without a great web interaction, you deserve to be called on it. But, lets assume you aren’t evil personified and you deserve your place in the world of commerce, what do you do when attacked online?
Despite what some experts portray, social media isn’t always a simple mirror, signal, manoeuvre affair. On top of the immense variables, there is the fear of inflaming situations, adding sugar to the fermenting jar that forums and blog comments can become. I don’t believe there is a definitive three, five or ten-point plan. Social media has only one absolute for all organisations: listening. If it’s nothing else for you, it’s an opportunity to listen.
That said, Seth Godin believes he’s got an answer: brands in public. He launched this aggregator back in September last year.
Strangely for a Godin fanboy I wasn’t convinced at launch. And after six months or so I can’t say I’m overly impressed with their client list – no Coke, no Cisco, no Microsoft, all of whom are being critiqued hugely online. If anything, is this not a $400/month garden where a bad ‘vibe’ can grow? From a brand manager’s standpoint, doesn’t she prefer any negatives to be disparate across the web, rather than collate neatly in one screenshot? Of course, the positives mentioned online will also look more powerful together.
Which brings us right back to our variables problem: join in and risk inflaming the situation or enter and solve problems with a swath of your service sword? The trouble is unless the Nestles of the world truly engage (as in adopt some of their philosophies, ecological or otherwise) with the likes of Greenpeace, they’re likely to find hugging a tree has morphed into overtaking a Facebook wall as the militant tool of choice.
But don’t be frozen by fear. The wonderful John Battelle at Federated Media recently wrote, “…all of our customers are already operating in social media. You can’t pretend otherwise. And it’s better to engage, make mistakes, admit those mistakes, and move on, than to not engage at all. I call this “conversational judo,” and suggest we all practice it, daily. Twice on Sunday, perhaps….”
Twitter is on a meteoric rise. In 2007 folks were tweeting 5,000 times a day; 300,000 times a day in 2008; 2.5 million per day in 2009 and now it’s 50 million tweets per day. This month the whole shebang crossed the 10 billion tweet milestone.
Which of your eyes would sell for a growth chart like this?
But dissenters say that folks don’t stay involved. That 60% of people who sign up, get bored within weeks and don’t return. That the noise from the few is deafening and that the many just listen and regurgitate. They’d say (ironically, probably via a blog) that it’s all a narcissistic fad.
Businesses are looking at Dell as the poster child of Twitter use and think they can all show offers in 140 characters that convert highly. But the fact is transactional sites get less than 10% of Twitter’s exit links, the majority goes to other content driven sites (social media). Others take a more puritan stance and think it’s the conversation – engagement – that wins in the end.
Personally, I’m likening the whole thing to cricket. Is there a more polarising game in existence?
Chances are if you like cricket, you’ll love cricket. You’ll want to skive off work and sit for hours watching what many would call ‘nothing much.’ You might even want to drop your fabulous music career for cricket commentary (Lily Allen does). The non-believers would laugh at you and say the whole thing is a waste of good grass.
Understanding and liking Twitter is every bit as binary. You either do, or you don’t.
But the one marketing area that unquestionably lends itself well to Twitter is sport. Take Lance Armstrong. Lance is the Stephen Fry of tweeting sports personalities and his build-up and insight to the Tour de France will be fascinating.
F1 newbie, Lotus are also on the guerrilla marketing bandwagon, allowing chief technical officer, Mike Gascoyne and others to give us real time access to their thoughts. During the Bahrain GP he actually told us that Jarno Trulli was pitting on the next lap. In the ultra-competitive and secretive world of F1 racing that level of engagement with outsiders (fans and rivals, obviously) is astounding. I’d argue that it’s to the benefit of the Lotus brand – to its share of mindset, to its growth, to its media coverage (as others write about it) and to its value as we get closer to the heart of Lotus as an organisation and build a relationship.
What about you and your organisation? Will you be donning your digital cricket whites this summer or would that be a time-wasting bore?
Smith-Harmon has released a study of American retail email trends for last year. Unsurprisingly, 2009 saw record volumes distributed.
It states that the 100 largest retailers sent an average of 132 promotional emails to each of their subscribers. That’s an average of 11 emails a month and 2.5 per week, per subscriber (peaking at 15.4 in December). Overall, top online retailers sent 12% more promotional emails in 2009 than they did the year before—and 39% more than during 2007.
You’ve got to wonder if we’re going to kill the golden goose here. The overwhelming number of emails threatens to neuter your subscribers’ inbox. I’d argue consumers are becoming numb to special offers and super savings.
This is about perfecting frequency, not necessarily content. It’s a nexus that lies between maximum engagement (revenue in most cases) and maximum disengagement (unsubscribers). Think about consumers’ distain for physical junk mail promotional mail shots. It’s not too much of a leap to imagine that feeling about your inbox - even if you did volunteer your address.
The cigarette brand Windsor Blue is modernising their packaging. They’re “now the number one choice for above king size length adult smokers downtrading into the economy priced cigarette sector. The new pack design will build on this success,” says Rachel Smith, brand manager.
Compare this to the comments Seth had for Madecasse chocolate and their packaging of ethical African chocolate.
Both products demand a growth in sales to justify the cost of the design and reprinting. Given that cigarette and chocolate sales have proven buoyant in times of recession, which design gig would you rather boot up Photoshop for?
At first look ethical farming versus death is a no-brainer. Yet perversely, imagine how seriously you’d take the flair of the girl who lifted Windsor’s sales by another 15 points thanks to a redesign.
I used to work for someone who claimed proudly that he knew almost nothing about our product and he certainly wouldn’t use our products. He would even speak derogatorily of those who did. With pride he’d say, “I’m a businessman, I don’t need to know about a product to sell it.”
Of course there’s quite a parcel of truth in his arrogance: your estate agent didn’t live in your house before you bought it and Dr John Davis doesn’t really know what childbirth is like. But we all want our salespeople to be empathetic, don’t we? We demand advice and expertise and the only real way of gaining that is through experience.
Just how our teams communicate that to customers is as much a marketing issue as website copy or advertising budgets. And it might be worth reminding them that ‘do what I say, not what I do’ is even more unpalatable now than it was as a child. Would you take health advice from an obese, alcoholic, chain-smoker?
Yet another naval-gazing award ceremony took place last week where BSkyB were claimed Britain’s Most Admired Company from Management Today.
Clearly, MT’s judges didn’t base the trophy on Sky’s email campaigns. If they had, MT wouldn’t discover personal, relevant and timed messages – their emails are more like blanket mini-billboards.
Every week or so Sky point me to sport I don’t watch and movies I have no interest in. Considering they have the digital knowledge of everything my household has watched for a couple of years, they display zero wherewithal in their emails.
A few ideas for Sky’s marketing team to increase email PR (personal and relevancy):
Croudsourcing – people who liked X and Y (stuff my house has seen) also watch Z on Wednesday at 10pm Follow on – if you liked The Apprentice you’ll love our top three business programs (some you may need to pay for)
Bundles – we’ve prepared three bundles of viewing which we think you’ll like. Please pick and amend them. These can be uploaded to my box and amending them lets Sky’s brain know and next week’s bundles will be even more relevant.
DVD iLike – Sky should ask me about my DVD collection to better profile my tastes. You could even take into account my book collection as well (I always think Amazon miss a trick here by only tracking purchases).
I am infinitely more likely to engage with, and probably upgrade, because of the relevancy of the above. So why do they torture my inbox with High School Musical and the Ashes?
Thorough email PR like this is way beyond the data mining systems at SMEs but surely Britain’s Most Admired could up the ante?
Plenty has been said about Dixons’ comparison ads lately. They’re a blatant come-on aimed squarely at John Lewis, Harrods and Selfridges. They invite consumers to research with their competitors and then convert to Dixons for stronger pricing.
This is primarily a drive for Dixons’ website, with their retail sites only operating at airports. The strapline is, Dixons.co.uk: the last place you want to go.
These are more ‘designed’ than the comparison ads seen from the supermarkets. By using rivals’ fonts and colour pallet, they’re well and truly ‘up yours’ ads.
Having seen them for a while, I still can’t fully decide if they’re touting an honest and clever reflection of modern shopping habits or even pushing a wee bit of a class divide.
Either way, I think they’re a bellwether of what to expect from copywriters this winter, where ads will be thin on superlatives and hard on competitors. The Christmas run-up is getting all in your face – don’t skirt around with clever copy, get down to brass tacks and call your competitor out. Just look at Tesco and Asda for more evidence.
John Battelle recently said, ‘Marketing is now like moving quicksilver. The marketer is the publisher and visa versa; the consumer is now both… that we should rethink, ‘our brand in the market’ as, ‘our conversation with the market.’
I’d like to chirp a complimentary point about synergy with product (otherwise it’s all about the sell and very little about substance). As I see it marketing, branding and product are now *more* than joined at the hip. They’re our own holy trinity of business.
All three are separate but suddenly they’re one and the same. They’re more than interlinked – they are each other. If marketing was a message or a story about a product/service, it has now become the book itself.
Simple example: the iPod was an instant phenomenon because of the product and how it made people feel, not because of its raw above-the-line marketing efforts. Great products and services are a conversation starter for me, how about you?
Audi is on the change. Silas Amos over at JKR Design blog praises their logo touch up and I agree. They’ve applied some Photoshop botox to rejuvenate their concentric circles and the font choice has been modernised. Not particularly noticable now but, when viewed on a timeline, the amendments/path of change becomes significant. Check out Budweiser’s logo timeline to see what I mean.
Audi is also rumoured to be launching an electric car at the Frankfurt motor show. Again, not particularly groundbreaking until you look at the marketing that’s preceding the show.
They’ve launched a micro site with video clips showing the power of electricity. The lawnmower clip could top the YouTube spoof chart and clearly took some producing. They all finish with, ‘on 9.15.09 electricity will be untamed.’ That’s the date Frankfurt opens.
The thinking is that ‘untamed’ doesn’t sit too well with an A3 owner with a pram in the boot. So is it implying something far sportier? Perhaps a Clarkson-heart-attack-rendering electric R8!
I understand the concept of a hero product within the line – which the R8 surely is – and I get that the Prius is de rigueur with Californians, but if electric cars are to make a pragmatic difference then I cant help but think the world’s fleet managers need to get on-board. Reliability, efficiencies, keen prices and whacking great big tax incentives for an electric A4 sounds like a winner to me.
Either way, it’s a hat tip for Audi who’ve had a terrible year but look to be pushing on with aplomb.
All businesses want to control their own destiny. Surely, it’s natural. The old-fashioned classic is to cut out the middleman and access the wallet yourself. After all, why go to the trouble of producing a wonderful product, only to pray fickle retailers buy into it and run the gauntlet of the supply chain? It’s sorely tempting to improve margins and go B2C not B2B.
And, as retailers become ever more aware that globalisation is but a mouse click away, why would they pay top dollar for widgets they can source, spec and put on a boat from Taiwan themselves. Again, in the pursuit of margin, it’s tempting to bite the hand that’s fed you.
A couple of recent examples:
Fresh out of bankruptcy, General Motors are showing an eagerness for change and sales by trading on eBay. With no one denying the car dealer network needs napalming, will this be the air raid warning for their atrocious service?
And Which? are looking to raise finance to launch a range of own-brand products and services. This 52-year-old charity organisation is taking the goodwill of 1 million subscribers and completely reengineering their business model.
What’s next, the BBC’s political editor running for Number 10?
Just read Tom Asacker’s post on frustration and I needed to rebroadcast:
Marketers, we need you now, more than ever, to be the voice of value creation for the benefit of your organizations and other brand constituents (customers, suppliers, communities, et al). So please don’t let the frustration, and persistence, of the Social Web ecosystem cause you to aimlessly invest those scarce resources in “following,” “friending” or “tweeting.”
Some are proving there is a benefit to social media but don’t forget Twitter, Facebook, etc are all tools. Merely tools, not the whole ball game itself. If your business is using them successfully then kudos to you. If you’re employing them but not gaining value, then you must realise they’re no longer tools, they’ve become toys.
Does anyone rave on about email, fax or telephone use in business anymore? When did you last hear someone brag about their team’s wonderful clearing of their inboxes? All very useful, but tools nonetheless.
When a brand gets too big for its boots it can always change them for loafers. That’s what the Seattle behemoth, Starbucks appears to be doing by going all bohemian.
In an apparent throwback to their origins of the 70s, customers can listen to live music and poetry and even buy alcohol. But, more surprisingly, this pilot includes ditching the name at three stores in their hometown for a more neighbourhood “community personality.”
If this is a corporate makeover then it’s a radical one that may well throw the proverbial baby out with the bath water. McDonald’s modernised its restaurants recently but they didn’t dare mess with the brand name. A local focus is unquestionably sensible but with 38 years of growth in the name, are the connotations so negative that you’d want to turn your back on it?
The anti-globalisation consumer is as likely to boycott Starbucks’ 16,000 stores as they are Coke. If this is a play to engage them I suspect it might fail, rather like my three-year-old believing she’s become invisible by covering her eyes. The coffee aficionados of Seattle will be all too aware of the company’s facelift and could arguably shun it with double enthusiasm.
What do you guys think, is this retail smoke and mirrors or is it modern rebranding genius?
WARNING: this is a lengthy diatribe on ecommerce. If online retailing isn’t your thing then run away now. If it does float your boat then grab a coffee, my friend:
Scoble has been posting lately about the future of the Internet, calling it the Web 2010, others are more likely to call it Web 3.0. What will ecommerce websites look like in this future world? Amazon and the other ‘Web Whales’ don’t give us much of a clue what they are rolling out before the next Olympics, so here’s my take on some of it.
ECOMMERCE PROLOGUE
As the amount of data available to us grows exponentially, even the most naive of customers are suddenly morphing into prosumers (professional–consumer). Prosumers scan for information before actually shopping and they’re in your stores already. Armed with spec lists, reviews and price comparisons, they push back your sales team and POS with hard data and raw opinions.
Perversely, more data is seeing customers take longer to make decisions and impulse buys are now filled with doubt – “I should’ve checked the reviews on this.” It could be argued that retailers who engage the longest and build the most trust, will win the most favour (oh yeah, AND the most orders).
BLENDING
Firstly, from a marketer’s perspective, online wont replace offline. More than ever, we’ll see a blending of multichannel operations. Next.co.uk will still produce their very expensive catalogue and their website will outperform other channels, but their property managers will still have a job to perform. Ditto M&S and Tesco, but there is no question that the small and unremarkable of the high street will feel ever-more pressure from those dastardly dot coms.
DELIVERY
Free delivery is largely becoming the de facto choice online. With retailers pushing this, they’ll offer consumers in high street outlets the chance of delivery to home rather than carting it onto the bus. The visa versa of this is already becoming more popular but in-store collection is likely to be incentivised more as it’s a double opportunity for retailers: delivery is less costly as it remains within their own supply chain (they’re transporting from the hub to the high street anyway) and, as you collect, it’s far more likely that you’ll pick up that extra item (cross selling heaven).
MOBILE VALUE
Mobile web access will grow as smart phones continue to take hold but M-Commerce value will start from a low base – think ringtones and iTunes. However, these should see repeat visitors and as trust builds, value should grow. Until then, fears of data breaches and insufficient speed will prevent anything like widespread acceptance.
SEARCH
In-site search will gain intelligence as search engines are forever increasing shoppers’ expectancy of relevance, thanks to their ever-improving accuracy. Typing ‘white 16″ collar double cuff non iron‘ on next.co.uk results in “There were no documents that contained all of the words in your query. These results contain some of the words…” and they proceed to show me 225 products with a white luxury Percale bedset toward the very top. (Yes, they do list shirts with all those keywords.) Partnerships with the search guys are likely as algorithms need to improve.
SEARCH ENGINE PAYMENT
Facebook money and nano-payments are going to become a reality, but how about making your transaction on the search engine itself? If Google, Bing or Yahoo shows you a product you want from a five star retailer, there’s no real reason to jump through to the site at all. You could plug in your payment details right there, completing the transaction (Google checkout really starts making sense now, eh?). This will increase shopping speed where trust already exists.
AUGMENTED REALITY
Augmented reality will take place using your photo library. A plug-in will scan your local machine and online (esp Flikr and Facebook) to find an image that it can use to best display the latest wares from Asos.com and TopShop.co.uk. It will superimpose clothes onto you and put you on an exotic location, not a paid model, in true CSI style.
SIZE AWARE
Zappos, the US shoe mail order giant, budget for a 20% return rate. Size aware sites will pummel that kind of error. Using the augmented reality above, you could see yourself in specific sizes: perhaps the large (your normal size) is a little too loose and viewing the medium shows it to be more correct. Obviously, very accurate pixeling and measurements from the site are a prerequisite. Women will be addicted to this feature; men might well become extinct from the high street.
3D
Why wouldn’t future sites look like merchandised finished stores? We’ve all seen Second Life and other virtual reality sites. Well, imagine you could ‘walk’ the whole store or teleport to the men’s shoe department. The store’s branding could even change to suit your mood – upbeat and funky, or perhaps click to change the ambiance to sedate and sophisticated.
SOCIAL PLUG-INS
This is where the likes of Facebook are betting on the big money. You’ve seen the sonar picture in the Batman movie where Morgan Freeman can view the whole of Gotham thanks to everyone’s mobile phone acting as a radar device. Well, as you ‘walk’ through the 3D reality store and into others in the shopping centre (because they’ll collaborate, as retailers know proximity brings success), you will be aware of your social media contacts – Julie is 50m off to your right, David is in the café upstairs. Virtual geotagging would allow you to meet them/talk/show as busy.
FRIENDLY FOCUS
Social advertisers are of the mindset that if you like snowboarding, heavy rock and fast convertibles, they can serve you ads that will interest you i.e. heavily targeted. They’re also of a mindset that your friends wont be too far off that choice spectrum either. If you’re golf mad then it stands to reason some of your contact book will be fellow golfers, right? Therefore if they can define you, they reckon they can define your group.
If our virtual store knows that ten of your friends bought something from the homeware department, it might well show you an offering from that neck of the woods. If it knows two of your mates browsed a particular shirt and another one bought it, perhaps it might show you the shirt. But wait, you don’t all want to look the same (though you may well want to buy identical music and games) so the store’s intelligence shows you similar styles, but not an identical shirt.
4th DIMENSIONAL WEB
The focus on friends and your group above is referring to the social graph (a modern take on six degrees of separation, if you like). The problem with that graph is that as your social list grows, the trending becomes diluted. Let’s say you ‘friend’ two people you work with: one is into motorbikes and cooking and has married four times; another is a spinster and likes books and knitting – correlation is becoming far more difficult (simple example, but you get the idea).
You ‘friend’ people almost on a daily basis because you’ve touched each other in some way. But it is NOT an indicator of similarity. However, if you and I are connected *and* we’re both members of the Chartered Institute of Marketing and the Institute of Directors and we also list similar books and blogs as of interest, then the algorithm could rightly pair us on the same graph. The trouble is, which graph: perhaps occupation (to serve job ads), but music and clothing? How about sport and movies? Will we both like cricket?
Incorporating the social graph along with real time search is what the master mathematicians are coding right now. It will make the web more than 3D. The intelligence and relevance will mean no serious retailer will have a standard look. Very few visitors landing at the home page will see identical layouts and offerings. The big players will become more relevant and successful because of it.
VOTING RIGHTS Scoble had this down when he said, “So, if someone says “Pluto’s rocks” there should be an aggregator that lets you see how many people talked about Plutos. Obviously only people writing on their iPhones FROM Plutos on University Ave.”
He’s talking about your contacts (friends again) informing you of what’s well regarded, but there’s also the possibility of the wider view from perhaps the whole of Twitter or Friendfeed. I’d say this could split in two, similar to paid ads appearing above the SERPs in a Google search with your closest friends (easily ID’d beause of most interaction) biased toward the top. The intelligence knows that I’m biased to my friends views, but still shows me what the masses think.
MOBILE NETWORKING Jason Calacanis says that the Mobile SNS (social networking services) is up for grabs in the United States. I’ll take his word on that, and I’ll completely agree that social networking will shift from the desktop to your pocket. The phone coupled with geolocation tools will become networking nevada.
BRILLIANT BAR CODES
The cubic generation of bar codes is coming where data matrix squares will replace the traditional lined rectangle. But we’ll also see QR (quick response) codes more frequently in the UK (they’re common in Asia and North America). The QR code can look like art, but when scanned, usually by a mobile phone camera, it reveals data. These can take you to micro sites, or vouchers, or secret passages to hidden info (known as easter eggs) – like game cheats and movie trailers for example.
Gorilla marketers will appear to make these bleeding edge, scattering them around cities and towns, but within a year the Pepsis and Fords of the world will drag them to the mainstream.
CHANNEL CONFLICT
Manufacturers want greater penetration and control and they can achieve both by cutting out the middle man and going direct to the consumer. When your products are as hot as Apple’s you can do as you please. Retailers are still falling over themselves to tout Apple’s wares despite the possibilty of losing a sale to apple.com. However, the majority of brands have their hands tied by the threat of retaliation (i.e. refusal to buy) from their retail partners.
It’s thought that 50-60% of customers looking for a branded product begin their search at the manufacturer’s website. Manufacturers will look for ingenious ways of capturing that consumer rather than just being a megaphone of information. Ship to store is the most obvious route but the marketing steps ahead of that will be ingenious – hooking in TV advertisment widgets for instance.
BRANDS
Own brand products will become even more obligatory. Did you know Amazon has had their own private label line-up for five years? China’s best will also feature far more in Europe as they cash in on the knowledge we’ve given them. It’s bite-the-hand-that’s-fed-you time.
What an exciting and innovative client Williams F1 will be. Still, you can’t help but wonder what their view of having RBS in the stable will be. Will it make courting new sponsorship deals more or less likely?
Either way, Adam & Eve will take encouragement that financial companies are still willing to pay £80m to get themselves onto footy shirts. Surely then, the O2s, Intels and Ciscos of the world would like a slice of the F1 pie?
I’m driving on the weekend with my three-year-old in the back of the car. “Where [are] we going, daddy?” I reply with, “B and Q.” From behind me comes the cutest singing voice, “You can do it when you B and Q it.” I was flabbergasted.
The only TV she watches in any quantity is CBeebies which runs no adverts, let alone adult DIY targeting. Amazing.
For all our new media talk of Web 2.0 sounding the death knell of TV advertising we shouldn’t underestimate the power of the old fashioned jingle. For penetration and awareness it clearly still packs a hell of a punch.
I’ve just caught up with my Sky+ recordings of Channel 4’s Big Chef Takes on Little Chef, where Heston Blumenthal worked on a revamp of the Little Chef restaurants (I know it finished weeks ago, but I’ve been busy, OK).
The project finished successfully with the flagship Popham restaurant being rolled out nationwide, but the classic, and avoidable, failure was in communication. It became an example of how not to introduce change into a business.
These two aren’t natural bedfellows: Heston’s not a chef, he’s more of a food scientist, and Little Chef isn’t known for its quality of late. What did the two sides want out of the project? What was their motivation? What was the bigger picture for both?
The management rhetoric flowed from LC’s managing director, Ian Pegler, “I want blue sky thinking,” “show us the wow factor…” All of course are completely subjective and make it very easy to dismiss results as falling short. I appreciate he didn’t want to stifle Heston’s creativity, but he seemed desperate to avoid clarity at all costs – no aims, no objectives. This put them at loggerheads several times with Heston very nearly withdrawing.
I think they could’ve made life easier for all involved by targeting ‘Mondeo man.’ He (to continue the sexist noun) travels the country from meeting to meeting and despises the overpriced junk in Motorway stops. He spends £6 on coffee and a croissant rather than eat the drivel they serve in the café.
When Mr and Mrs Mondeo are too shattered to cook, where does the family go to eat? Harvester, Taybarns, McDonalds? Possibly. Little chef? Certainly not.
That’s where I’d have calibrated our positioning and targeting efforts from the beginning: business travellers for breakfast and lunch, families for dinner (remembering that breakfast is the cash cow for this chain).
They should’ve spent more time talking to each other, not the cameras. They operate at polar opposites of the food industry: one in a pub where dinner costs £250 per head, the other behind the desk of 400 Little Chefs. Change like this demands both parties really understand all view points of the project.
The recent reports of Tesco’s profit show they’ve been outstanding while others have cried ‘recession’. A 53rd week changes the picture somewhat, but lets round off profits at £3 billion. Bravo.
They’re launching a banking arm soon and it’s going to shake the big boys out of plenty of high street business, but what’s next? How about earning customer favour by taking green initiatives to their core business model?
I’m not talking about binning normal light bulbs for more energy efficient ones – arguably making the process counterproductive. Really go green, not create some spammy marketing half-truth, but a bona fide real deal. Court green ideas, embrace things that upset the status quo.
Here’s some examples:
1. Source the best designed solar panel that can be mass produced and put on top of Tesco’s buildings, helping them decouple from the national grid.
2. Offer a £1 million prize to the designing of a system that channels the energy of millions of shoppers pushing millions of trolleys around the stores. Possibly via some sort of dynamo/KERS system that downloads stored energy when in the trolley park (selling the surplus back to the national grid).
3. Train some of this year’s 600,000 school leavers (what percentage are to become unemployed?) to help manufacture the above, becoming the employer of conscience.
4. Find ways of better catching and using the rain water on site from roofs and car parks.
5. Recycle on a new scale altogether helping communities, suppliers, and possibly governments, better understand and practice this haphazard essential.
6. Lead the march on fair trade goods.
7. Employ a better infrastructure to source more local produce.
Note: I’m sure numbers 1, 2 and 4 have already been invented in Japan or by boffins at M.I.T.
The capital expenditure here would be scary but there is a future upside for both a marketing and fiscal tidal wave. Showing the world what an innovative, responsible, thoughtful corporation looks like could arguably see shareholder value fall, but that’s short sighted. Consumers will thank – and reward – Tesco dearly. What could that bring to their share price?
This doesn’t happen overnight, but Tesco could become the world’s poster boy for green retailing – in the same way Zappos is for customer service. Of course this isn’t easy and that’s why it would give them a massive competitive advantage. Or do you think others will beat them to it?
Ignoring the small matter of legal and moral issues for a moment and putting a marketing hat on, you have to say that The Pirate Bay are riding on the crest of a PR wave.
The news yesterday that the owners of this gateway to free content now face jail and bankruptcy has taken their awareness from teens and geeks, to the living rooms of the masses.
The BBC’s technology correspondent, Rory Cellan-Jones was on last night’s 6pm news and actually demo’d how easy it was to download new blockbusters or the #1 album! (Not nearly as provocative as the Click show running its own botnet attack, though).
Surely The Pirate Bay’s visitor numbers will be spiking right now as even those without an iTunes account try to find out if they can get the latest fix of Brad or Angelina without paying for a cinema ticket? Considering they don’t plan on closing the site, one can presume this spike will become a step-change in future analytics.
It’s the age-old journalistic problem of news creating awareness, possibly creating demand. Trouble is, what’s the alternative?
A business is an organic entity. Most stakeholders would wish their company to ‘grow’ but it can be ‘starved’ of orders, ‘bleed’ cash and ‘haemorrhage’ profits. Yet the biggest indicator of its living matter is the fact that people make a company (well, certainly the vast majority). The attitude of staff is the telling piece here and you’ll not find a more obvious example than Gordon Ramsay.
Look beyond the ‘shocking’ persona and you see a caring and driven business leader who believes in hard work across the board. He has a huge tribe of followers and all those who work with him seem to sign up. Sound like a bullying waster to you?
His latest show from the States is currently airing and is, as usual, over-edited thanks to Channel 4, but Ramsay’s work is excellent. No, he’s not facing challenges on the scale of a motor industry bailout, but he does cut to the heart of the problems and offers simple solutions that he proves can work – usually by making their lives simpler.
A regular SME superman. Perhaps it’s time Jose Mourinho passed on his Special One mantle?
Seth Godin is giving his only UK talk on Tuesday. Yep, yours truly has booked a day off and got a ticket to the Big Smoke to see my man Seth.
He’s not a ground-breaking intellectual – academia would never cite him like they do Philip Kotler et al (and we wouldn’t read him either). But he’s superb at taking ideas and formatting them into cohesive thoughts that spread via his stories. He is a visionary and he’s dialled into leveraging the web 100%.
He’s most captivating because his ideas are top-notch and he shares absolutely loads of them. This, coupled with his style and honesty, make him unmissable.
My wife thinks I’ll meet him in the corridor. She also reckons I’ll dribble and soil myself at the mere presence of a [my] marketing god. Let’s hope she’s 50% right.
Viral campaigns are an enigma. Word of mouth is, by definition, viral, but marketers want much more bang for their brand communicating buck. How can you spread your ‘message’ by engaging users (and potential clients) exponentially without devaluing your brand or using slapstick comedy?
Few marketers can claim to have pulled this business magic trick off, but two significant examples have already been seen this year: T-Mobile and the Best Job in the World.
T-Mobile orchestrated an involuntary dance with 300 people in London’s Liverpool Street station. The fact that the public joined in to varying degrees, with plenty taking out their phones and capturing the moment to relay it to others, was right on cue.
This technology in the participation of the event is a masterstroke. No, they’re not in the dancing business; they’re in the communication business and they demonstrated how we all interact today through some very clever ‘cause and effect’ staging. Over 3 million YouTube views, 7,000 comments and a national TV ad campaign would certainly allow the team to claim that they ‘got the eyeballs.’
Best Job in the World
The self-proclaimed ‘Best Job in the World’ lit the blogosphere’s blowtorch. Marketing RSS feeds squawked with the ingenuity of Tourism Queensland accepting video applications for the job as caretaker of the Islands of the Great Barrier Reef. A once-in-a-lifetime job deservedly received massive exposure and applicants surged forward for six months of ‘work’ at $150K.
The tactic scored right from the off, but a touch of greed must’ve set in as the ad agency started posting fake applicants (which are public viewing). One of these was from the Digital Project Manager for the agency. Oops.
This was the pin to the party balloon. Trust evaporated and respectful praise turned into negative PR with the crying of ‘Fake’ from hundreds of keyboards. When caught they failed to pull the brakes and it went on to be a train wreck – they denied it. This went down as well as an oil spillage.
The job is real – more authentic, even, than T Mobile’s “spontaneous” dancers – but one campaign stepped over the line that the other seems to have courted.
Tread carefully, folks. Innovatively, openly and carefully.
Here’s your Apprentice moment:
If you had a fruit stall in a town centre market, and assuming your stock had a one day shelf life, toward the close of business, would you:
a) behave exactly as you did at 8am and bin all left over product each day;
b) slash prices hours before closing to sell out; or
c) keep relatively full pricing until reducing in the last hour or two and arrange with some local care charity to give the remnants to the homeless?
Unfortunately this is a common business dilemma and it usually doesn’t have the charitable option available. The classic example is selling ad space towards a print deadline: slash prices (sometimes to zero) or increase copy against advert ratio.
Phoning clients telling of ‘super one-off deals’ makes it incredibly difficult to go back next month with an invigorated rate card. Even though the timeline has changed will the client understand today’s price is 300% more than last month’s offer? All the more so as the clients now believe they’ve done the advertiser a favour and got them out of a jam.
M&S have been playing this card recently with their 20% off days but if they keep repeating this it makes the non-20% days much harder to carry and justify. They’re educating consumers to find bargains.
This is going to be a huge dilemma for many in the Q1 squeeze that’s coming. Then again, with PWC estimating that 82% of retailers discounted goods the weekend before Christmas, are there many retailers who think we’ll get back to full pricing any time soon?
By day, Nick Fluck is a director of Tredz, a bicycle retailer with a strong web presence. By night, Nick can be found moonlighting on Digitally Minded, waxing un-lyrically about marketing, business, new media, technology and innovation. This semi-personal, part-professional blog is a collection of Nick’s weekly(ish) ramblings as the wannabe business partner/love child of Seth Godin Want to know more?