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Futures Company (inc. Yankelovich reports)
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GFK, Experian and eBay: Shopper insights from the 2013 IAB UK Retail Forum
Joseph Clift, Event Reports, IAB Retail Forum, July 2013
This event report discusses how retailers in the UK are responding to the changing consumer climate following on from the economic downturn.
This event report discusses how retailers in the UK are responding to the changing consumer climate following on from the economic downturn. Many are making more of an effort to link their online and offline services. Successfully doing so, however, requires solving complex problems related to measurement and attribution. Rapid-response, flexible and dynamic ads are also gaining ground, as are content marketing and attempts to tap the second screening trend.
Jose Mendoza, Paul Baines and Lynette Ryals, Warc Best Practice, July/August 2013, pp. 44-45
This best practice paper outlines five tactics that marketers of alcoholic drinks can employ to differentiate themselves in market and achieve a premium price positioning.
This best practice paper outlines five tactics that marketers of alcoholic drinks can employ to differentiate themselves in market and achieve a premium price positioning. These include the use of: trendy ingredients; celebrity endorsement; engagement via events and social media; stylish packaging; and exclusivity.
New Opportunities in Austerity: RAPP on UK consumers' shifting recession habits and trends
Tom Bristow, Event Reports, RAPP, April 2013
This report summarises latest findings from a research project undertaken by ad agency RAPP, which aimed to find out how UK consumer spending habits have changed in response to the recession and subsequent government cuts, and what opportunities there are for brands to occupy the new niches that are emerging in the economy.
This report summarises latest findings from a research project undertaken by ad agency RAPP, which aimed to find out how UK consumer spending habits have changed in response to the recession and subsequent government cuts, and what opportunities there are for brands to occupy the new niches that are emerging in the economy. The research showed that the spendthrift habits RAPP first identified in its 2010 study – such as households cutting certain items out of budgets or downgrading to cheaper versions of the same product – have become much more pronounced in the last two years. Clever companies have found ways to attract and keep these newly discerning shoppers both by introducing a new generation of highly personalised loyalty schemes, and by providing top quality customer service.
New hope in harsh times: The Futures Company on the UK consumer outlook for 2013
Joseph Clift, Event Reports, The Futures Company, April 2013
A report from discussing the April 2013 wave of research from The Futures Company on the UK consumer outlook.
A report from discussing the April 2013 wave of research from The Futures Company on the UK consumer outlook. The main point from the research is that the UK consumer is still suffering, with many expecting both the general economy and their personal financial situation to deteriorate over the next year. But this does not mean that the consumer is entirely gloomy about the future: instead, they have become increasingly accustomed to the "new normal" in the economy – and are making the best of it. The research suggests there has been a shift in mindset on the part of consumers, which has led to five new values becoming more important: connection, responsibility, vigilance, resourcefulness and prioritisation.
The Future Shopper: How changing shopper attitudes and technology are re-shaping retail
Lloyd Burdett, J. Walker Smith, Andrew Curry, Bryan Gildenberg and Steve Mader, The Futures Company Trends, Future Perspectives with Kantar Retail, March 2013
This report examines how shoppers and shopping are changing and how retailers should respond. It breaks down the combination of digital technologies, consumer expectations and socio-economic change that is transforming shopping.
This report examines how shoppers and shopping are changing and how retailers should respond. It breaks down the combination of digital technologies, consumer expectations and socio-economic change that is transforming shopping. Consumers are now looking to businesses to provide value, assurance, mental space and quality; retailers can meet them by reinventing convenience, redefining loyalty, re-imagining experience and repositioning value. The report also looks at the use of customer tracking and lays out nine rules for rethinking the shopper proposition.
Research on Warc, Havas Media, 2013
This presentation by Havas Media, points out that airport retailing is worth $26 billion globally. The global study reveals that 15% of airport purchases are planned, 51% are pre-planned while 34% are impulse buys.
This presentation by Havas Media, points out that airport retailing is worth $26 billion globally. The global study reveals that 15% of airport purchases are planned, 51% are pre-planned while 34% are impulse buys. The beauty category is the most popular sector within the airport retailing segment, followed by confectionery then books and magazines. While price is the main consideration, convenience is also a major factor on the customer journey. The presentation also outlines potential touchpoints where brands might interact with consumers.
Shopper marketing: The schizophrenic shopper
Michelle Whelan, Admap, February 2013, pp. 21-23
A new shopper survey targeted 13,000 shoppers across the US and mainland Europe and a further 5,000 in the UK.
A new shopper survey targeted 13,000 shoppers across the US and mainland Europe and a further 5,000 in the UK. The PeopleShop study identified six key archetypes, all of whom have very different paths to purchase, with two distinct areas. The first of these differentiators suggests that shoppers are either Thinkers, Feelers or Doers. The second differentiator is price-sensitivity. This article, using Tesco's wine section as one example, explains how that as individuals, shoppers are different archetypes and express different shopper behaviours dependent on the category in which they shop. However, there is a pattern that marketers can learn from.
Point of View: Accountable austerity
Tracey Follows, Admap, February 2013, pp. 17-17
In this age of austerity, consumers are being extra resourceful about what they spend their money on.
In this age of austerity, consumers are being extra resourceful about what they spend their money on. However, brands cannot play it safe. Using the model of marginal gains used by the GB Olympic Cycling Team, brands can use personal data to help people make marginal gains on every single purchase they make. No brands have been brave enough to move into this territory, leaving personal finance gurus to do the job. But Follows argues, if marketers applied the aggregation of marginal gains more to their own consumer behaviour and the brand they work with, accountability could soon become effortless.
Eight ways to succeed during Chinese holidays
Jo Bowman, Warc Exclusive, January 2013
In China, the idea of a Golden Week, or holiday week, was developed in 1999 with the intention of boosting domestic consumption, and there are now three a year, during which hundreds of millions of people shop and travel, in scenes reminiscent of the Christmas period in the West.
In China, the idea of a Golden Week, or holiday week, was developed in 1999 with the intention of boosting domestic consumption, and there are now three a year, during which hundreds of millions of people shop and travel, in scenes reminiscent of the Christmas period in the West. Golden Weeks are, however, closer to the January sales, as consumers expect to pick up good deals. Busy shops provide reassurance in a market where there are few consumer protections, with word of mouth an important source of brand recommendation. Customer service is vital - shoppers gain face through being given good service, and there's a sense that they should return face by buying something – and shelf prices are merely a starting point in a bargaining process. Brands need to be part of this, planning ahead to be on consumers' consideration lists and targeting Tier 2 and 3 cities which have high disposable income levels.
The power of being meaningful, different, and salient
Josh Samuel, Millward Brown Points of View, January 2013
Millward Brown argues that marketing success is dependent on brands being meaningful, different and salient.
Millward Brown argues that marketing success is dependent on brands being meaningful, different and salient. Salience gives brands an advantage due to human reliance on heuristic shortcuts when they make brand decisions. Asking simple questions about how the brand makes you feel can help measure and define meaningfulness. Differentiation, while often overlooked, will make brands more attractive - even when the difference is not particularly meaningful. Millward Brown research has shown that the contribution of each of the three qualities was different depending on what outcome was looked at: to drive volume, it is most important for a brand to first be meaningful and then salient. To justify price premium, being meaningful is again most important, followed by difference.
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