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Building loyalty with gamification: Success stories from Clorox
Stephen Whiteside, Event Reports, Shopper Marketing Expo, October 2013
This event report explains how Clorox, the consumer products manufacturer, has used gamification as part of its marketing strategy in the US.
This event report explains how Clorox, the consumer products manufacturer, has used gamification as part of its marketing strategy in the US. Three approaches to gamification are described - building, buying and renting - with examples for each. Building is describes as creating the brand's own custom gaming experience, which means getting exactly what is required but requires a lot of planning and resourcing and carries risks. Buying involves adapting a partially completed offering created out-of-house that allows customisation without the difficulties of creation from scratch. Renting takes the form of attaching the brand name to a pre-existing property and is most suited to when marketers want to move quickly and utilise the scale of their partner. Gamification could also be extended inside companies as a way of motivating employees.
Promotions in crisis: Where next for FMCG marketers if deals no longer drive volume growth?
Tim Eales, Warc Exclusive, August 2013
This article discusses the challenges faced by FMCG brands in Europe as they find promotions no longer drive volume growth.
This article discusses the challenges faced by FMCG brands in Europe as they find promotions no longer drive volume growth. Falling GDP across Europe and the growth of retailers' own label products have both put pressure on FMCG brand sales. Drawing on examples from across Europe, this article explains which promotions still help to drive growth. Marketers need to adopt a long-term approach as short-term wins may not translate into improved margins. FMCG brands also need to ensure they do not push promotions so far that brand loyalty is eroded.
Facebook Fans: Understanding the motivations and aspirations driving brand followers
Jason Mander, Future Foundation, June 2013
This article examines the attitudes of the third of social media users who "follow" brands. As the majority of these people follow less than 10 brands, it is important for companies to deliver tangible benefits to followers to retain their interest.
This article examines the attitudes of the third of social media users who "follow" brands. As the majority of these people follow less than 10 brands, it is important for companies to deliver tangible benefits to followers to retain their interest. Fans most often look to these brands for offers and promotions, but there are other factors: approximately 60% are at least partly "brand lifestylers" who list reasons for following a company as loving the brand and wanting to support brands which are for people "like me". This is partly explained by the higher percentage of social networkers versus the rest of the general population who feel a strong need to be appreciated by others and over-index on building social capital and status.
Shopper marketing: The schizophrenic shopper
Michelle Whelan, Admap, February 2013, pp. 21-23
A new shopper survey targeted 13,000 shoppers across the US and mainland Europe and a further 5,000 in the UK.
A new shopper survey targeted 13,000 shoppers across the US and mainland Europe and a further 5,000 in the UK. The PeopleShop study identified six key archetypes, all of whom have very different paths to purchase, with two distinct areas. The first of these differentiators suggests that shoppers are either Thinkers, Feelers or Doers. The second differentiator is price-sensitivity. This article, using Tesco's wine section as one example, explains how that as individuals, shoppers are different archetypes and express different shopper behaviours dependent on the category in which they shop. However, there is a pattern that marketers can learn from.
Retail emotional affinity
Tim Pearson, Admap, February 2013, pp. 18-20
Many bricks-and-mortar retailers are teetering on the brink of failure, thanks to the length of the recession and the onslaught of e-tail competition.
Many bricks-and-mortar retailers are teetering on the brink of failure, thanks to the length of the recession and the onslaught of e-tail competition. Marketing budgets are being scrutinised, often based on the need to drive immediate sales in the short-term, and therefore the focus is put on tactical offers and price-driven promotions. In this article, the author outlines four of the most common brand behaviours being successfully deployed by retailers across the globe. He uses the example of Uniqlo's 'wake up' alarm clock app as a retail brand going beyond its core remit of selling clothes and moving into the area of Brand Butlering, by offering an additional service that its customers find useful and how John Lewis changed perceptions of its brand almost overnight when it introduced emotive advertising.
Grocery shopping: Shelf wars
Rod Street, Admap, January 2013, pp. 10-12
As recession drags on, supermarket own-label groceries have prospered across Europe. Retailers have moved away from 'the same thing for less money' stance and have improved the quality of their own brands in terms of taste, range and performance and are shouting about it in their marketing.
As recession drags on, supermarket own-label groceries have prospered across Europe. Retailers have moved away from 'the same thing for less money' stance and have improved the quality of their own brands in terms of taste, range and performance and are shouting about it in their marketing. They have moved their products upmarket and created value by bringing in new brand identities and attributes at every price point. Retailers are also developing product assortments to address niche market needs, and multi-tiered private label offerings with different pricing strategies are well established. In order to compete, big brands need to stop focusing on price and promotions, and instead become much more innovative and invest in NPD.
Draftfcb: Eight tips for better shopper strategies
David Tiltman, Event Reports, Spikes Asia, September 2012
Shopper strategies are changing fast. Speaking at the Spikes Asia conference, Tina Manikas, Global Retail and Promotions Officer at Draftfcb, highlighted the growth in promotional and activation work and offered a number of tips for better strategies, supported by case study examples.
Shopper strategies are changing fast. Speaking at the Spikes Asia conference, Tina Manikas, Global Retail and Promotions Officer at Draftfcb, highlighted the growth in promotional and activation work and offered a number of tips for better strategies, supported by case study examples. These include: make the benefit immediate, make the first stage easy, find a villain to counter and use technology to make it easy.
Long-term planning: Taking the long view
Rachel Leaver, with Bernard Chudy and Jerome Hancock, Admap, May 2012, pp. 22-24
Long-term return on marketing investment (ROMI) is much harder to measure, more difficult to understand, less tangible and less persuasive than short-term gains.
Long-term return on marketing investment (ROMI) is much harder to measure, more difficult to understand, less tangible and less persuasive than short-term gains. This article examines how marketers can gain support for their long-term marketing initiatives and the types of methodologies that are helping - including developments in cross-campaign and long-run brand equity modelling. It also looks at what can be learnt from these new approaches to help guide long-term investment planning and examines which sectors particularly benefit from taking the longer-term view, such as the car market. It looks at long-term ROMI's impact on profitability and identifies three areas that marketers can analyse together.
Managing customers profitably
Lynette Ryals, Warc Best Practice, January 2012, pp. 42-43
When making an offer to your customers, make sure they are worth it over the length of the offer and won't end up costing your company a lot of profit.
When making an offer to your customers, make sure they are worth it over the length of the offer and won't end up costing your company a lot of profit. The most powerful metric that the board can use to measure marketing effectiveness is customer profitability, in particular, potential profitability, or customer lifetime value. Many companies are alarmed to discover that some customers cost them money, not just in the current period but as far forward as they can see.
Brand engagement: Mobile connection
Mike Doherty, Admap, December 2011, pp. 34-35
As smartphone penetration grows, many brands see mobile as another potential consumer touchpoint. Brands are increasingly marketing mobile as a way of transacting business and increasing sales.
As smartphone penetration grows, many brands see mobile as another potential consumer touchpoint. Brands are increasingly marketing mobile as a way of transacting business and increasing sales. And forecasts say worldwide mobile payments will reach $240 billion in 2011 and grow over 2.5 times by 2015. The proliferation of flash sales and daily deals are driving the immediacy needed for mobile shopping and geo-targeting. And this, enabled by smartphones, is helping retailers to connect their bricks-and-mortar world with a mobile experience. But at its best, mobile marketing can be bigger than simply another way to drive transactions and purchases. Mobile can be used to build experiences that engage people with brands.
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