or call us: +1 202 778 0680
Content & Partners
What Our Clients Say
Warc in the News
Write for Warc
Terms & Conditions
Request a Trial
Magazines & Journals
Books & Reports
Do I Subscribe?
ALL OF WARC
Pinpoint the case evidence you need – search by industry, objective, media and more.
Case summaries showcasing leading brands achieving key marketing objectives.
Creative TV and video executions from the most innovative and market-leading brands.
Browse campaigns from the world's leading advertising and marketing effectiveness awards.
The latest from our annual case study competitions.
Rankings of the world's most effective agencies, advertisers and brands.
The latest on 80+ key topics
Media & Channels
Latest industry-focused insights
Apparel & Accessories
Government & Non-profit
Household & Domestic
Media & Entertainment
Pharmaceutical & Health
Toiletries & Cosmetics
Travel & Tourism
Marketing advice and assistance
In-depth analysis of 200 global brand owners
Key Warc papers on marketing best practice
Quick one-stop overviews of major marketing themes
Browse all Warc papers and case studies by subject
Latest reports from Warc and trusted partners offering unique insights into current trends.
The driving forces behind consumer behaviour.
New developments for industries and sectors.
Strategic insight for the marketing of brands.
Media & Tech
Latest innovations in media and technology.
Insight and intelligence for countries and regions.
Daily coverage of key developments for marketers worldwide.
The Warc Blog
Insights, opinions and fresh new thinking from our team of bloggers around the world.
Advertising expenditure by medium in 80 markets, plus forecasts and media costs for key countries.
Key briefings from major conferences and events in the US, Europe and Asia Pacific.
Plan your schedule of must-attend events with our global calendar of conferences.
Review your contact details and public profile.
Choose and review which topics to follow.
Choose and review which brands to follow.
Your Email Updates
Select and manage the emails you receive.
Contact your dedicated Client Services Manager.
Put our research team at your service.
REFINE YOUR RESULTS BY:
Enter a search term:
Drink and beverage
Motor and auto
Republic of Korea
Date: newest first
Date: oldest first
Natural partners bring unexpected bonuses
Rory Sutherland, Market Leader, Quarter 3, 2011, pp. 58-58
Rory Sutherland considers the principle of complementarity, which though powerful, often works at the category level, not at the brand level.
Rory Sutherland considers the principle of complementarity, which though powerful, often works at the category level, not at the brand level. Ice and Coke would be described by economists as 'complementary goods' - or goods with a 'negative cross-elasticity of demand', meaning that a fall in price of one good will increase demand for the other. Supermarkets could give more thought to expanding this linked notion. For example, why is sugar, including sugar lumps, stocked next to baking goods, rather near tea and coffee? But, more important, is too much thought devoted to brand-level questions, leaving little attention spare for category-based interventions?
Consumer research: When less is more
Ged Parton, Admap, December 2010, pp. 42-43
Customer research using the MindCloud technique can reveal valuable insights into brands’ strengths and weaknesses.
Customer research using the MindCloud technique can reveal valuable insights into brands’ strengths and weaknesses. It is generally assumed that more distribution is always a good thing and that it makes the product or service in question more widely available and encourages and facilitates greater usage of their brands. In reality, this simple ‘truth’ hides a good deal of complexity. The article aims to demonstrate, through original commissioned research, that this complexity is important for marketers to understand. There are often negatives associated with the level of availability, ie some people respond badly to the ubiquity of a brand in a market. And what customers do is not only a function of what they want to do but also a matter of market factors.
Differentiation that matters
Patrick Barwise and Sean Meehan, Market Leader, Quarter 2, March 2009, pp. 34-37
The article argues against two marketing myths, uniqueness and table stakes. People buy a brand not because it is unique but because it delivers what they want a little better.
The article argues against two marketing myths, uniqueness and table stakes. People buy a brand not because it is unique but because it delivers what they want a little better. Most differentiations are irrelevant to most customers. Genuine differentiations are quickly copied. For example, Volvo is a clearly differentiated brand, but Toyota is far more valuable. A key task for marketing is to ensure that the brand promise is actually delivered throughout the organisation, and to be the voice of the customer within it. Being better is about customer relevance as much as great execution. Marketers need to: understand the reasons for customer dissatisfactions; explore customer-relevant ways of improving the offer; and uncover customers’ latent needs and dissatisfaction with the whole category.
Innovation: brand it or lose it
David Aaker, Market Leader, Issue 41, Summer 2008, pp. 20-24
Branding can help an organisation own an innovation, create and dominate a new subcategory and enhance the perceived effectiveness of the organisation.
Branding can help an organisation own an innovation, create and dominate a new subcategory and enhance the perceived effectiveness of the organisation. In this article, branding expert David Aaker argues that these benefits are often overlooked, and that branding decisions should be a fundamental part of the innovation strategy. This form of branding is not simply putting a name and logo on an innovation. Rather, it means that a brand is developed guided by a coherent brand strategy and supported over time by actively managed, adequately funded brand-building programmes. To merit a brand, the innovation needs to represent a significant advance, be valued by customers and merit investment over time.
Unilever champions the power of big brand ideas
Simon Clift, Market Leader, Issue 31, Winter 2005, pp. 39-42
The Chief Marketing Officer and Group VP, Personal Care, at Unilever describes how Unilever's structural reorganisation has improved global brand development.
The Chief Marketing Officer and Group VP, Personal Care, at Unilever describes how Unilever's structural reorganisation has improved global brand development. While operational implementation remains local, responsibility for brand development and generation of marketing ideas is now given to brand specialists in global innovation centres, who also control the global advertising budgets. Brand management is thus more effective and less chaotic, and the importance of marketing at a senior level is recognised. Areas discussed in the interview include: how research is used in developing advertising; the need to make advertising that is entertaining as well as informative, so that consumers want to watch it at a time when PVRs, etc., are making avoidance easier; the importance of tracking what consumers take out of the advertising (which may be very different from the perceptions put into it). Examples from various Unilever brands, especially Lynx and Dove and their recent campaigns.
Driving Top-Line Growth: How to Grow Your Brand - Lessons from the IPA Winners
Dominic Twose, Institute of Practitioners in Advertising, November 2005
This article summarises the WARC-published IPA report 'Driving Top-Line Growth', which analyses 52 winners from the last ten years of the IPA Effectiveness Awards.
This article summarises the WARC-published IPA report 'Driving Top-Line Growth', which analyses 52 winners from the last ten years of the IPA Effectiveness Awards. The report looks at brands which doubled their share, brands that increased profits by over £80 million and brands which increased volume sales by 70% while increasing price relative to the market. This summary sets out the report's 10 key findings about how to grow a brand.
Marketers need to get out and get under their business models
Tim Ambler, Market Leader, Issue 30, Autumn 2005, pp. 20-21
Argues that many marketing departments spend too much time contemplating what they have done (‘accountability’) or might do (‘approvals’) instead of actually doing it.
Argues that many marketing departments spend too much time contemplating what they have done (‘accountability’) or might do (‘approvals’) instead of actually doing it. Marketers should spend less time in the office, in planning meetings or digesting reports, and more time in the field trying out initiatives – which often have to be tried out before it can be seen whether they will work. Marketers need to test their business model – not just by measuring returns, but by understanding the links between marketing actions and customer behaviour, cash flow, etc. This can be partly done in the office (e.g. interrogating databases and old research), but some understanding needs to be gained out in the market. Success often comes from small-scale initiatives tried out without budgets or approvals. A research project at London Business School is studying how better-organised, more skilled marketing teams can get more value from the same money than some large marketing departments.
Measuring marketing: six ways to do it better
Sir Andrew Likierman, Market Leader, Issue 30, Autumn 2005, pp. 53-55
Offers suggestions to help marketers in the difficult process of measurement for accountability. First, it is essential to realise, and admit, that not everything is possible: included here are issues about the boundaries of marketing, measurement problems, and what the marketing function should take responsibility for.
Offers suggestions to help marketers in the difficult process of measurement for accountability. First, it is essential to realise, and admit, that not everything is possible: included here are issues about the boundaries of marketing, measurement problems, and what the marketing function should take responsibility for. In this context, six ways are suggested to improve the measurement process: 1) ensure performance is linked to the organisation’s objectives; 2) improve the sophistication of measures and their use (including getting more out of old data); 3) give priority to consistency of data over time; 4) use comparisons where possible; 5) improve feedback quality, especially face-to-face from colleagues; 6) admit limitations openly.
Magic and logic: bridging the marketing gap
Charles Kirchner, Market Leader, Issue 30, Autumn 2005, pp. 61-62
Argues that marketing departments often fail to engage with (and be valued by) other parts of the organisation because they rely on the creative aspect of their work (the ‘magic’), and do not recognise and optimise their operational skills, which are equally needed (the ‘logic’).
Argues that marketing departments often fail to engage with (and be valued by) other parts of the organisation because they rely on the creative aspect of their work (the ‘magic’), and do not recognise and optimise their operational skills, which are equally needed (the ‘logic’). Marketing teams hired for their creative abilities may lack the skills to implement their ideas efficiently and without waste, yet that is often what they are assessed on. Marketers should recognise the difference between ‘magic’ and ‘logic’, make an effort to understand what drives operational excellence, and apply these principles. The key drivers include scale economies, cost control and maximising the efficiency of the supply chain. Improving operational efficiency, once understood, can result in very significant gains in cost reduction, speed and predictable delivery, and may well release extra funds for additional ‘magic’ to benefit the brand.
Whitbread turns occasional experiences into lasting impressions
Jonathan Turner and Paula Vennells, Market Leader, Issue 30, Autumn 2005, pp. 22-26
Describes Whitbread’s three-year Winning Brands programme covering its various service sector brands (Premier Travel Inn, TGI Friday’s, Beefeater, Costa Coffee and Marriott (no longer part of Whitbread)).
Describes Whitbread’s three-year Winning Brands programme covering its various service sector brands (Premier Travel Inn, TGI Friday’s, Beefeater, Costa Coffee and Marriott (no longer part of Whitbread)). This programme won the 2004 Marketing Society Award for Best Marketing Capability Programme. Winning Brands is based on a ‘tight–loose’ approach – tight to ensure consistency of brand experience across multiple channels, but loose enough to give front-line staff freedom to respond to customers and innovate, so that each brand experience is as unique and personal as possible. Describes the structured approach adopted, its aims, how it operated through a series of masterclasses, the tangible and intangible benefits resulting. Five core principles of service branding are proposed.
YOU ARE IN THE WARC INDEX:
Clothing and fashion
DIY and home improvement
Furniture and furnishings
Leisure and entertainment
Loyalty and reward cards
Motor and auto accessories
Online shopping, ecommerce
Pharmacies and health
Restaurants and takeaways
Shopping centres, malls
Supermarkets and grocery stores
Sales and distribution
, your search results have been restricted to items that contain .
To search for
without automatic phrasing
(this will find items containing all the words in your search term, but not only as a phrase).
If you want to search for other exact phrases, simply put your terms in quotes. There is more about search on the
Our Content & Partners
Terms & Conditions
© 2013 Copyright and Database Rights owned by Warc