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Car brands: The road to riches fuelled by brand power
Peter Walshe and Nick Bull, ESOMAR, Automotive Research Forum, Wolfsburg, May 2013
This report provides an analysis of the automotive brands that feature in Millward Brown's BrandZ rankings.
This report provides an analysis of the automotive brands that feature in Millward Brown's BrandZ rankings. It examines what has caused these car brands to change position in the table over time, with particular focus on the effects of the global recession, model recalls, social media effects and the new 'value-conscious' era. The report argues that financial success for car brands depends on being meaningful, different and salient, and describes how they can grow in value through fostering these properties.
Connecting with today's consumer: Building brand value
Deloitte, March 2013
This report looks at how UK consumers interact with consumer goods brands and the opportunities this represents.
This report looks at how UK consumers interact with consumer goods brands and the opportunities this represents. Consumers have never been so well connected. With consumers now expecting to engage with products and brands in a much more enhanced manner there are increasing opportunities for businesses to interact directly with consumers. Direct interaction can take many forms - from helping consumers initially research and share views, to building their understanding of a product or brand through to finding and selecting items to purchase. Going direct to consumers can be complementary to existing trade relationships, selling personalised or innovative products or a broader product range that wouldn't necessarily fit within established channels.
Measuring sales performance
Javier Marcos, Monica Franco and Peter Kerr, Warc Best Practice, March 2013, pp. 48-49
Many organisations fail to realise that the complexities of sales performance measures go beyond the gathering and reporting of data and a number of factors can make it problematic.
Many organisations fail to realise that the complexities of sales performance measures go beyond the gathering and reporting of data and a number of factors can make it problematic. The measures should not focus solely on financial indicators, yet stakeholder demands can often lead to organisations implementing a number of measures without recognising the limitations they might have. Using evidence-based principles, this article offers some key guidelines for implementing sales performance measurement systems to help ensure that the measures ultimately result in improved performance.
Packaging and in-market impact: Uncovering the drivers of success
Scott Young, Research on Warc, Perception Research Services International, January 2013
This article looks at the key factors impacting the in-market performance of new packaging for products.
This article looks at the key factors impacting the in-market performance of new packaging for products. Three dynamics in conjunction with a new packaging system can dramatically impact shopper behaviour beyond that predicted by pre-testing: "soft" rollouts (where new and old packaging design occupy the same shelf), in-store support, and changes in pricing and/or quantity. These issues lead to several principles for optimising the rollout of new packaging systems, which will also lead to more accurate predictions from pre-testing research, as well as stronger in-market measurement.
The game has changed: How consumer companies can win back the US market
Nicholas Keuper, Steve Matthesen, Jeff Gell and Drake Watten, Nielsen, December 2012
This article discusses how large FMCG companies can regain market share in a US market transformed by recession and innovation.
This article discusses how large FMCG companies can regain market share in a US market transformed by recession and innovation. Large companies have recently been outpaced by niche brands and retailers' private labels. The most successful large companies have increased marketing spend and focused on cost-conscious consumers, convincing them not only of value for money, but that their products are of a high quality. Successful companies have also invested in product innovation and partnered with retailers that best access their target consumers.
Why big company sales and marketing is wrong for startups
Chris Grannell, Market Leader, Quarter 1, 2013, pp. 20-21
Ambitious startups should resist emulating the sales and marketing practices of established companies if they want to succeed in new markets.
Ambitious startups should resist emulating the sales and marketing practices of established companies if they want to succeed in new markets. Copying big firms leads startup managers to make wholly inappropriate assertions, such as 'get it right before we ship', 'make sure it looks the part', and 'build awareness to support the sales process'. These can lead startups into what Steve Blank calls a 'death spiral', throwing good money after bad. Startups should listen to customers and listen to them early - and if possible, they should involve consumers in co-creating the product.
The Chinese Golden Weeks in fast growth cities: National shopping holidays key to sustained sales lift
Research on Warc, WPP, 2012
This report examines the purchasing attitudes and behaviours of consumers in China's fastest growing cities - Tier 2 and Tier 3 - during the shopping festivals of the Golden Weeks: Spring Festival or Chinese New Year, and also Labor Day in the spring and National Day in the autumn.
This report examines the purchasing attitudes and behaviours of consumers in China's fastest growing cities - Tier 2 and Tier 3 - during the shopping festivals of the Golden Weeks: Spring Festival or Chinese New Year, and also Labor Day in the spring and National Day in the autumn. The report considers the growing impact of Lower Tier cities and the rising importance of brands, looking at what people buy during Golden Weeks, where and how they shop. Case studies are included that focus on three families who are followed during their Golden Week shopping cycles. The report summarises with best practice suggestions for brand owners and retailers to most effectively communicate during these periods, making particular use of in-store properties.
The breakthrough innovation report
Nielsen, June 2012
This report identifies and celebrates successful innovation in the marketing of new products in the US, taking a longer term view to determine success.
This report identifies and celebrates successful innovation in the marketing of new products in the US, taking a longer term view to determine success. Successful innovators identify unmet demand, create a distinctive concept, and ensure they have a market ready offer before proceeding. Evaluating more than 11,000 new products over three years to identify those that sustain or grow sales after the first year, Nielsen finds innovation success stories amongst large global companies and some smaller players. This report shares some of the patterns in methods used by these innovation leaders.
Are you pushing your customers around?
Kamil Michlewski, Market Leader, Quarter 1, 2012, pp. 57-57
This article considers the customer journey relating to three groups: customers, companies and consultancies.
This article considers the customer journey relating to three groups: customers, companies and consultancies. Offering too many channels discourages customers from using any of them. To reap the rewards of the new interconnectedness, firms need to understand not only how many different channels their customers visit but how many channels they visit because they choose to and how many because they have to.
Ad agencies: Partners or suppliers?
Derek Day, Market Leader, Quarter 1, 2012, pp. 44-46
Agencies have always liked to think of themselves as partners but how realistic is this? For an industry supposedly at the fulcrum of capitalist enterprise, the advertising business displays few outward signs of commerciality.
Agencies have always liked to think of themselves as partners but how realistic is this? For an industry supposedly at the fulcrum of capitalist enterprise, the advertising business displays few outward signs of commerciality. Clients were asked for their views on what agencies and planners bring to the business. The view seems to be that agencies do not understand the dynamics of business or realities of commerce. Burt's Bees, the US personal care brand, is profiled to demonstrate its business-oriented approach to brand strategy - without an agency. Cambrian, which works in step-down mental health care, demonstrated strong internal messaging which came from the brand itself. Suggestions for what both marketers and agencies can do to be more commercial are offered - if this is what's wanted.
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