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How Diageo is building emotional engagement with Johnnie Walker and Baileys
Geoffrey Precourt, Event Reports, The Market Research Event, October 2013
This report describes how Diageo, the alcoholic drinks maker, is driving engagement across its portfolio, using two of its largest brands as examples: Johnnie Walker Scotch whisky and Baileys Irish Cream.
This report describes how Diageo, the alcoholic drinks maker, is driving engagement across its portfolio, using two of its largest brands as examples: Johnnie Walker Scotch whisky and Baileys Irish Cream. Diageo has drawn from Johnnie Walker's heritage to inform its brand image and by fostering the three traits of iconic brands - fame, resonance and adoption - it developed the global "Keep Walking" campaign. For Baileys, a brand most often associated with the holidays, Diageo is creating an emotional connection to build interest and engagement all year round. To aid monitoring how its brands are performing under different conditions, and to discover how practical and emotional attributes intersect, Diageo has applied one universal brand equity model across its whole portfolio for the first time.
Why Unilever is focusing on people, love and magic
John Davidson, Event Reports, dmexco, September 2013
This event report outlines Unilever's marketing strategy, based on the views of Keith Weed, its chief marketing and communications officer.
This event report outlines Unilever's marketing strategy, based on the views of Keith Weed, its chief marketing and communications officer. The firm’s approach firstly emphasises people, rather than looking at "consumers" or "shoppers". It also aims to build brand love, and imbue communications with a touch of magic. All of these efforts are underpinned by consumer data and rigorous analysis, and have been facilitated by the huge reach and richness provided by digital media.
Unilever builds a new marketing framework
Geoffrey Precourt, Event Reports, ANA Digital and Social Media, July 2013
This event report discusses how Unilever, the fast-moving consumer goods group, is building a new framework to underpin all of its marketing activity in today's rapidly-changing media ecosystem.
This event report discusses how Unilever, the fast-moving consumer goods group, is building a new framework to underpin all of its marketing activity in today's rapidly-changing media ecosystem. Based around the notion of "crafting brands for life", the firm is focusing on powerful insights and ideas as much as transformative technology, as it attempts to strike precisely the right balance between the message and the medium.
Brand strategy: Keep it simple
Liana Dinghile, Admap, May 2013, pp. 48-49
This article presents an overview of Siegel+Gale's annual Global Brand Simplicity Index, an in-depth survey of more than 6,000 consumers across the world with a focus on the UK, US, China, India, Germany and UAE.
This article presents an overview of Siegel+Gale's annual Global Brand Simplicity Index, an in-depth survey of more than 6,000 consumers across the world with a focus on the UK, US, China, India, Germany and UAE. The study investigates the link between simplicity and the ability of businesses to innovate. Keeping things simple can be achieved by developing a clear sense of brand purpose and creating conditions where employees can connect and share ideas. For global brands, simplicity involves adapting to suit cultural nuances.
InterContinental Hotels Group introduces a "three-box" marketing model
Geoffrey Precourt , Event Reports, ANA Brand Masters Conference, April 2013
Larry Light, chief brands officer of InterContinental Hotels Group, is one of America's most-heralded marketing experts.
Larry Light, chief brands officer of InterContinental Hotels Group, is one of America's most-heralded marketing experts. Having implemented major initiatives like the global introduction of the "I'm lovin' it" tagline for McDonald's, Light believes it is now time for marketers to take a localised, personalised and customised approach. This reflects a new line of thinking that moves away from the global, or one box, approach, and the 'think global, act local', or two-box, model. Light's three-box strategy combines global know-how with tailoring product portfolios locally, and genuinely empowering business units in each market.
Combating copycats and a changing consumer culture: Disney's lessons from China
Geoffrey Precourt, Event Reports, ARF Re:think, March 2013
Disney, as with many brands in China, has faced a problem with copycats. But while fake handbags and running shoes are one thing, attempting to closely replicate an entire theme park is quite another.
Disney, as with many brands in China, has faced a problem with copycats. But while fake handbags and running shoes are one thing, attempting to closely replicate an entire theme park is quite another. In such a context, the important thing for the US company is to understand shoppers better than its rivals. Given the speed of change observable in Chinese consumer culture, the firm is attempting both to gain an appreciation of current preferences, and to try and anticipate what alteration they may undergo by the time its planned theme park in Shanghai opens in 2015.
Launching global brands: Extend your reach
Chuck Kapelke, ANA Magazine, Spring 2013, pp. 18-30
This paper provides some general advice for brand owners planning a global launch, and features insights from experts and senior leaders at ANA member companies on creating, developing, and maintaining lasting brand value globally.
This paper provides some general advice for brand owners planning a global launch, and features insights from experts and senior leaders at ANA member companies on creating, developing, and maintaining lasting brand value globally. Many marketers remain unsatisfied with their global strategy, meaning that executing a multi-market launch remains difficult. But there are some general points of advice to follow: use a fixed brand positioning, focus on universal truths, tell a powerful story, find the right organisational structure and be open to ideas from offices around the world. Examples of successful brand launch strategies cited by the paper include Coca-Cola, Mazda, Magnum and Terracycle.
Why local firms are winning in emerging markets
Peter Haden, Market Leader, Quarter 2, 2013, pp. 40-42
In this edited version of the Marketing Society's November Conference keynote speech, Peter Haden describes the size and scale of the opportunity in emerging markets, arguing that Western companies risk losing out to fast-growing local competitors and describes the skills required to compete effectively.
In this edited version of the Marketing Society's November Conference keynote speech, Peter Haden describes the size and scale of the opportunity in emerging markets, arguing that Western companies risk losing out to fast-growing local competitors and describes the skills required to compete effectively. Marketers are given advice to meet the demands of the Asian middle-class woman, who will become increasingly important to brands: prepare to deliver much more at much lower price points, give local marketers more freedom to tailor their brands to local needs, change how communication is conducted and build the capacity to control distributors and the route to market. One example of a brand performing well is Snow or Snoflake beer, a joint venture between SABMiller and China Resource Enterprises.
Brazil leads in BRICs brands
Jerry Clode, Admap, March 2013, pp. 24-26
In terms of leveraging economic success to create international brands, Brazil is streets ahead of its BRICs rivals.
In terms of leveraging economic success to create international brands, Brazil is streets ahead of its BRICs rivals. Compared with India and China, whose brands tend to be 'culturally odourless' and do not advertise signs of their national origins, Brazilian brands positively celebrate their heritage and 'Brazilian-ness'. Using successful examples from sandal brand Havaianas to Brahma beer, this article examines why Brazil has the confidence to create brand narratives that focus and communicate the country's human and natural energies, where China and India do not. It offers advice on how India and China can lose their conservatism to excite global consumers.
Gloria Gibbons, WPP Atticus Awards, Merit, 2012
The paper critiques the use of Globish, the 1,500 key words in the English language, developed to help make international business communications more effective.
The paper critiques the use of Globish, the 1,500 key words in the English language, developed to help make international business communications more effective. While Globish may be useful for basic international brand marketing, it is less effective for creating evocative, meaningful and memorable communication that resonates with the customer. The author fears that using a reduced palette of words and images, particularly in global pharmaceutical marketing, dilutes the brand message. Instead, a brand needs a global community at the centre that always has a 'glocal' point of view in order to continually enrich the cultural creative pool, to best develop the global equity for a brand.
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