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Discourse analysis: Beneath the surface of language
Seamus O'Farrell, Market Leader, Quarter 2, 2013, pp. 15-16
Prostate Cancer UK's chief marketing officer Seamus O'Farrell describes how discourse analysis played a central role in modernising the charity's culture.
Prostate Cancer UK's chief marketing officer Seamus O'Farrell describes how discourse analysis played a central role in modernising the charity's culture. Working with Linguistic Landscapes, it identified areas where the internal language of the organisation was preventing it from evolving. The project found that a much more candid, less euphemistic approach to talking about prostate cancer was needed in order for communications to improve.
Warc Briefing: Brand Launches
Warc Exclusive, June 2012
This briefing offers an overview of the history, theories and key trends related to Brand Launches.This short report outlines different arguments about how to brand a new product, especially after the rise of social media and collaboration-based marketing.
This briefing offers an overview of the history, theories and key trends related to Brand Launches.This short report outlines different arguments about how to brand a new product, especially after the rise of social media and collaboration-based marketing. It discusses the need for marketers to incorporate passion and creativity into product development and not just communications.
Reinvigorating businesses and brands
Havas Worldwide, The Creative Business Idea Book, 2011
Helping clients to rebrand and reinvent themselves is an increasingly large part of the job of communications agencies.
Helping clients to rebrand and reinvent themselves is an increasingly large part of the job of communications agencies. Since the 1980s, Euro RSCG has been using its proprietary Brand Momentum tool to assist clients with strategic planning and product development. The survey tool tracks public perceptions of client and competitor brands, paying particular attention to two dimensions: dynamism and trust. This article looks at eight companies where the agency team worked with clients to breathe new life into brands in danger of losing relevance, including Lacoste, Peugeot and eBay.
Campaign insights from Coca-Cola Japan - winner of the 2011 Warc Prize for Asian Strategy
Joseph Clift, Warc Prize for Asian Strategy, July 2011
An interview with David Elsworth, Vice President of Creative Excellence at Coca-Cola Japan and the author of the winning case study of the inaugural Warc Prize for Asian Strategy.
An interview with David Elsworth, Vice President of Creative Excellence at Coca-Cola Japan and the author of the winning case study of the inaugural Warc Prize for Asian Strategy. Subjects discussed include the initial insight that sparked the campaign, its creative strategy and the possibility of the campaign strategy being adopted outside of Japan.
Behind the scenes with NetApp (Landor Perspectives 2010)
Britt Dionne, WPP Atticus Awards, Highly Commended, 2010
Britt Dionne from Landor Associates looks at how storage and data management company NetApp successfully ensured internal support for its branding program launched in 2008.
Britt Dionne from Landor Associates looks at how storage and data management company NetApp successfully ensured internal support for its branding program launched in 2008. She describes the key factors as the clarity of vision which facilitated decisions, a strong marketing team co-operating with a group of key internal stakeholders, securing the support of senior leadership and sharing insights from third-party research with the executive team.
Consumer insight: New product insight
Jules Berry, Admap, October 2010, pp. 44-45
Consumer insight, is just as critical in positioning new product as in developing them. optimising the chances of success in the marketplace.
Consumer insight, is just as critical in positioning new product as in developing them. optimising the chances of success in the marketplace. Price, name and packaging should be ¬considered at an early stage in the testing process. Testing needs to be done in a priced context and at a range of different price points. With naming and packaging of line extensions, positioning in relation to the parent brand must be carefully balanced. The role of consumer insight is not only to understand the intrinsic appeal of a new product, but how consumers use context to make ¬decisions about that product in the market.
Creating commercially productive customer relationships in a sector defined by disinterest & distrust
Oliver White, Warc Exclusive, MAP 2010 conference
The rebranding of Aviva, a global insurer, is the subject of this MAP 2010 presentation from Oliver White, the firm's customer and innovation director.
The rebranding of Aviva, a global insurer, is the subject of this MAP 2010 presentation from Oliver White, the firm's customer and innovation director. The move was first undertaken to improve brand consideration levels and business efficiencies - such as through cutting marketing budgets. It has hit targets ahead of schedule. Along with the rebranding, Aviva's customer service systems have also been overhauled through use of net promoter scores and techniques such as "journey mapping".
Will a slimmer Unilever be more innovative?
David Benady, Warc Exclusive, April 2008
Unilever is the world's third largest food group - after Nestlé and Kraft - and is in the midst of a restructuring programme, One Unilever, to reshape the way the company approaches innovation and speed up new product development.
Unilever is the world's third largest food group - after Nestlé and Kraft - and is in the midst of a restructuring programme, One Unilever, to reshape the way the company approaches innovation and speed up new product development. This has resulted in a complete reorganization, including a centralisation of responsibility for brands, and for innovation. Among its latest offerings are products that can improve consumers' brain power, lower cholesterol and enhance wellbeing. City analysts have been impressed with the company's efforts at improving efficiency and cost-cutting, but others argue that it is lagging behind in terms of collaboration with third-parties, and so far is quite a way short of producing ground-breaking new products to match previous offerings like Magnum in 1989, and was the idea of just one executive.
New product launches in the food sector: recipes for success
David Benady, Warc Exclusive, April 2008
According to research from IRI Infoscan, only one in five product launches in the food and drink sector - whether for new brands or brand extensions - can be deemed a success (that is, achieving monthly sales of 80 per cent of the average for their category).
According to research from IRI Infoscan, only one in five product launches in the food and drink sector - whether for new brands or brand extensions - can be deemed a success (that is, achieving monthly sales of 80 per cent of the average for their category). Data from TNS also show that only one third of new products are still around three years after launch. While multinationals often fare better than start-ups and independents, data from across Europe show that there is a huge amount of churn across the entire market. In the UK, this is partially attributable to the 'supermarket wars', which have resulted in almost continual rounds of price-cutting. The experience of Coca-Cola's Dasani brand - worth $2 billion in the U.S. but which was pulled from the UK market after only a few months - also shows that cultural differences are important, and market research can thus play an integral part in producing a popular product. PepsiCo is one company with a reputation for successful innovation, while brands such as Innocent and Green & Black's show there is the possibility for success for brands capable of picking up on trends, or even for starting new ones.
The value of advertising a launch
Millward Brown Knowledge Point, 2008
This Knowledge Point article states that most successful launches are supported by strong advertising.
This Knowledge Point article states that most successful launches are supported by strong advertising. The quality of launch advertising can affect the development of both brand awareness and trial. And, as with all good advertising, it must clearly communicate a motivating message and focus on branded memorability.
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