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How new technology is delivering deeper shopper insights
Jo Bowman, Event Reports, International Shopper Insights in Action, November 2013
This event report discusses the ways in which digital technologies can help brands understand changing consumer behaviour.
This event report discusses the ways in which digital technologies can help brands understand changing consumer behaviour. As one of the simpler possibilities, Debenhams, the department store chain, has utilised its Design Team online community to track purchase behaviour, collect customer feedback and monitor emerging trends. At the other end of the spectrum, GlaxoSmithKline, the pharma giant, has established a high-tech shopper insights centre that uses everything from virtual reality stores to biometric testing to conduct in-depth research at the most granular level.
Sam's Club Mobile 3.0: Apps for Android and iPhone
MMA Smarties, Silver, MMA Smarties, 2013
This case study describes how Sam's Club, a US retail warehouse club, developed its mobile strategy in order to engage customers with the brand further.
This case study describes how Sam's Club, a US retail warehouse club, developed its mobile strategy in order to engage customers with the brand further. The brand app was targeted at existing customers who browsed online via mobile devices, and provided functional benefits including membership management, store stock checking, and location based services. The app also allowed customers to scan items in-store and purchase them via mobile. The strategy delivered increases in sales and membership renewals.
La Sirena: Fashion Attack
Cannes Creative Lions, Creative Effectiveness Lions, 2013
La Sirena, a retailer in the Dominican Republic, aimed to reposition its clothing as more fashionable and desirable with this campaign.
La Sirena, a retailer in the Dominican Republic, aimed to reposition its clothing as more fashionable and desirable with this campaign. It needed to present the goods as trendy, and as a less expensive alternative to designer clothes. Activations at fashion industry events - such as the nation's Fashion Week - were the key part of the campaign strategy; activity was backed up by a mobile and Facebook app and earned media - whether by seeding viral videos online or via a guerilla poster campaign. The Fashion Week effort raised La Sirena's clothing sales by 12.45%, exceeding the target of 3%, while social media fans for the brand increased by 620%.
John Lewis: Harnessing the selling power of emotion
Cannes Creative Lions, Winner, Creative Effectiveness Lions, 2013
With this campaign, John Lewis, a UK retailer, used emotional TV advertising to maintain sales in tough economic times.
With this campaign, John Lewis, a UK retailer, used emotional TV advertising to maintain sales in tough economic times. The company decided to take a new approach to its marketing in 2009, after the financial crisis had hit the British economy and retail sector hard. The overall aims of the campaign were to increase spending among existing customers and recruit new customers. The emotional direction the campaign took was based on research showing the importance of emotional affinity to customer loyalty. Ads were focused on Christmas, generally the most lucrative time of the year for retailers. Commercials were relatively long (60 seconds plus) and were soundtracked by popular songs. By Christmas 2012, the third year of the campaign, total communications awareness had doubled and awareness of the TV ads had increased almost sixfold. It also generated huge earned media support: the advertising equivalent value of this coverage is over £4.2m. Tracking research revealed that the ads got a stronger emotional response than normal retail advertising. And Christmas sales grew by at least +7.6% year on year from 2009, reaching a high of +13% in 2012.
Retail engagement: Macy's mixes shopping and entertainment
Stephen Whiteside, Event Reports, MMA Forum, May 2013
This report reveals how Macy's, the US department store retailer, is embracing a range of new channels and media partnerships to engage shoppers and customers in a changing retail world, with a particular emphasis on entertainment.
This report reveals how Macy's, the US department store retailer, is embracing a range of new channels and media partnerships to engage shoppers and customers in a changing retail world, with a particular emphasis on entertainment. The report is based on an address at the MMA Forum in New York by Jennifer Kasper, whose responsibilities at the company include digital and new media. Mobile initiatives began in 2011 with 'Backstage Pass', enabling shoppers to scan in-store QR codes to access hints and tips from leading designers. This has since developed to cover partnerships with brands like Bobbi Brown, the cosmetics specialist. Store staff are also equipped with mobile devices enabling customers to pay away from fixed checkouts. To leverage the multiscreening trend, Macy's has aligned itself with several TV shows. These include NBC's 'Fashion Star', during which viewers can buy the apparel on the show in real time, and TLC's What Not to Wear, during which the fashion-expert presenter answers Macy's customers' questions via social channels like Twitter, supported by a wider team of trained respondents.
Kmart (Australia): 1000 Mums
ARF Ogilvy Awards, Gold, International, 2013
This campaign, from retailer Kmart in Australia, aimed both to improve quality perceptions and promote the company's low prices.
This campaign, from retailer Kmart in Australia, aimed both to improve quality perceptions and promote the company's low prices. It was grounded in a research project, which suggested the creation of an integrated earned, owned and paid media strategy. The creative idea was to film a real-life shopping experiment: the company invited 1,000 mothers come to a Kmart store on one evening to sample the store and its products, then guess the price of the everyday items – toasters, t-shirts, jeans, microwaves and so on. Ads highlighted the participants' surprise when the actual prices were revealed. Post-campaign data shows that Kmart increased share during the campaign's first festive period. The brand was also boosted on emotional metrics.
How Macy's mixes tradition with new media
Geoffrey Precourt, Event Reports, ANA Media Leadership Conference, February 2013
In this article, Jennifer Kasper, group vice president, digital media and multicultural marketing, at Macy's, the department store group, discusses how it leverages traditional and digital channels to enhance its annual Thanksgiving Parade.
In this article, Jennifer Kasper, group vice president, digital media and multicultural marketing, at Macy's, the department store group, discusses how it leverages traditional and digital channels to enhance its annual Thanksgiving Parade. She argues that through a mixture of applications, emotional ads, branded content and consumer engagement schemes, the organisation has managed to ensure this event mixes old-time values with the latest thinking.
Experiencia Gourmet Corporate Identity
Design Business Association, Bronze, Design Effectiveness Awards 2013
El Puerto de Liverpool, the largest department store chain in Mexico, had tried on a number of occasions to create gourmet food halls within its stores.
El Puerto de Liverpool, the largest department store chain in Mexico, had tried on a number of occasions to create gourmet food halls within its stores. These were met with little success, with sales only accounting for approximately 2% of total store sales. However, after its more upmarket competitor, El Palacio, successfully introduced its own premium food hall offering, Liverpool needed to improve its appeal to those with a greater disposable income (16-25 year-olds and more upmarket consumers). In 2011, it introduced another food hall - Experiencia Gourmet. Its brand story and name set up Liverpool's buyers as gourmet food experts, while its premium identity was also designed to be accessible. From launch, Experiencia Gourmet delivers between 14-35% of total store sales on a daily basis. Additionally, its own-label bottled water now outsells Coca-Cola's Ciel brand, despite being twice the price. Experiencia Gourmet has also improved sales in Liverpool's home furnishings department.
Zellers: Festive Finale
Institute of Communication Agencies, Gold, Canadian Advertising Success Stories, 2013
Canadian discount retail chain Zellers faced the unique challenge of trying to achieve a strong Christmas season following the announcement of its buy-out by a rival American chain (Target).
Canadian discount retail chain Zellers faced the unique challenge of trying to achieve a strong Christmas season following the announcement of its buy-out by a rival American chain (Target). This meant it had excess stock, its marketing budget had been slashed and profitability was given priority, meaning it could not compete by slashing prices. It needed to shift goods at regular prices, communicate about the forthcoming liquidation and maintain a positive brand image. Due to budget limitations, Facebook was the main channel for a campaign that engaged consumers by inviting them to choose their own coupons, vote for the in-store music, among other things. Zellers gained 66,000 Facebook fans and achieved a 2.5% overall sales increase, lifting profitability by 16%.
Telefónica: The Room
Integrated Marketing Communications Council Europe, Gold, IMC European Awards 2012
Spanish telecom company Telefónica wanted to create a Halloween event in its flagship store in Madrid in order to double visitor numbers for the period and to increase relevance and engagement among 18 to 25-year-old consumers.
Spanish telecom company Telefónica wanted to create a Halloween event in its flagship store in Madrid in order to double visitor numbers for the period and to increase relevance and engagement among 18 to 25-year-old consumers. It created a 27sqm blackout room and commissioned horror film director Miguel Vivas to produce three exclusive short films to be projected inside the room. The event was publicised during two weeks prior to Halloween and resulted in over 10,000 people pre-booking to experience the film. The promotion was so successful the viewings were extended from six to 12 hours per day, and footfall increased ten-fold during each day of the promotion.
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