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Purina uses real-time marketing to take loyalty to new heights
Stephen Whiteside, Event Reports, ANA Real-Time Marketing Conference, December 2013
This report describes how Purina, Nestlé's pet food brand, spoke to individual pet owners through social media.
This report describes how Purina, Nestlé's pet food brand, spoke to individual pet owners through social media. Some 1.7 million items of pet-related content appear on Twitter each month and in June 2013, Purina started actively replying to some of these posts in order to change brand perceptions, sending out more than 20,000 personalised tweets within six months. This one-to-one strategy was targeted at Twitter users because they were the ones most likely to share content. A major structural shift was necessary for this real-time approach, with Purina's agency, Digital Focus, setting up an affiliate office at the brand's headquarters in order to allow access to Purina specialists. Such an approach required a high commitment of personnel and financial resources, but delivered high engagement and improved corporate reputation.
Sarah King, Amy Tomkins, Elisa Birtwistle, Bill Marshall and Nathan Taylor, MRS Awards, Finalist, MRS Awards, December 2013
This article describes pilot research in China by AkzoNobel, the paints and chemicals multinational and owner of the Dulux brand, which sought to create a global bank of cultural insights to underpin existing consumer knowledge.
This article describes pilot research in China by AkzoNobel, the paints and chemicals multinational and owner of the Dulux brand, which sought to create a global bank of cultural insights to underpin existing consumer knowledge. Desk research, interviews with key people, and culturally connected trend-spotters allowed the development of insights on Chinese society, revealing the importance of stability and limits to individual progress. Understanding of this trend was developed through online discussions, revealing that younger generations are beginning, in a small way, to move away from this. The research was used in the company's strategic decision making.
Nirmalya Kumar and Jan-Benedict E.M. Steenkamp, Admap, December 2013, pp. 37-39
This article suggests that if brands in emerging markets use innovative quality positioning they are capable of challenging established Western brands, and proposes eight 'pathways' for brand building.
This article suggests that if brands in emerging markets use innovative quality positioning they are capable of challenging established Western brands, and proposes eight 'pathways' for brand building. Low-cost positioning has weakened brands from emerging markets as this has associated them with low quality. The eight ways a brand from an emerging market can build include: a B2B brand extending into B2C; use of diaspora to promote products; leveraging the culture of the country of origin; and promotion of brands by states as national champions. Experience and quality of product are important as ultimately consumers will buy brands they regard as being best, regardless of origin.
Mars Inc (Household and domestic)
Euromonitor Profiles, October 2013
This Company Profile from Euromonitor provides key details and analysis of Mars Inc, the owner of brands such as Pedigree, Whiskas, Royal Canin and Nutro & Greenies.
This Company Profile from Euromonitor provides key details and analysis of Mars Inc, the owner of brands such as Pedigree, Whiskas, Royal Canin and Nutro & Greenies. Included is a strategic evaluation with key facts about the US company, competitive positioning against comparative brands, and assessment of its position in the household goods market. Brand opportunities and strategy are identified and recommendations for the future offered.
How Kimberly-Clark uses global insights to shape North American innovation
Geoffrey Precourt, Event Reports, The Market Research Event, October 2013
This event report describes how Kimberly-Clark, the consumer packaged goods company, uses ethnographic research around the world to drive innovation and incremental growth in its home market of North America where it leads most of its categories.
This event report describes how Kimberly-Clark, the consumer packaged goods company, uses ethnographic research around the world to drive innovation and incremental growth in its home market of North America where it leads most of its categories. For this process, the company focuses on two groups of consumers – heavy users and “outliers” (e.g. those with different beliefs, special needs or non-users) – to gain insights for developing new offerings from its mature brands or within its mature categories. Examples include: innovating in a mature category (creating Cottonelle FreshCare); innovating with a mature brand (leading to Kleenex Slim Pack); creating new categories with mature brands (resulting in the Truist skincare range); and innovating in mature categories with new brands (bringing about the Kleenex Hand Towel).
Building loyalty with gamification: Success stories from Clorox
Stephen Whiteside, Event Reports, Shopper Marketing Expo, October 2013
This event report explains how Clorox, the consumer products manufacturer, has used gamification as part of its marketing strategy in the US.
This event report explains how Clorox, the consumer products manufacturer, has used gamification as part of its marketing strategy in the US. Three approaches to gamification are described - building, buying and renting - with examples for each. Building is describes as creating the brand's own custom gaming experience, which means getting exactly what is required but requires a lot of planning and resourcing and carries risks. Buying involves adapting a partially completed offering created out-of-house that allows customisation without the difficulties of creation from scratch. Renting takes the form of attaching the brand name to a pre-existing property and is most suited to when marketers want to move quickly and utilise the scale of their partner. Gamification could also be extended inside companies as a way of motivating employees.
Hindustan Unilever Active Wheel: Rural missed call campaign
Direct Marketing Association - US, Bronze, DMA International ECHO Awards, 2013
This case study describes a campaign by Active Wheel, a laundry detergent brand owned by Hindustan Unilever, which used mobile to access rural consumers in India.
This case study describes a campaign by Active Wheel, a laundry detergent brand owned by Hindustan Unilever, which used mobile to access rural consumers in India. The target group were 'media dark' due to a lack of electricity and illiteracy, but owned mobile phones. Research into their use of mobile phones found that they rarely read texts and used their mobile phones frugally. A toll-free mobile number was promoted which when called identified the user as a new or repeat caller and played humourous content based on this. The system also identified the region the person was calling from and supplied the content in the appropriate language. Following the campaign, sales nearly doubled.
Comunimals: Pet food release
Direct Marketing Association - US, Bronze, DMA International ECHO Awards, 2013
This case study describes the launch of a website by Affinity Petcare, a Spanish pet food company. The company recognised that many pet owners discussed their pet online, including posting photos and discussing problems, and so launched a website to act as a hub for discussing pets whilst engaging with the brand.
This case study describes the launch of a website by Affinity Petcare, a Spanish pet food company. The company recognised that many pet owners discussed their pet online, including posting photos and discussing problems, and so launched a website to act as a hub for discussing pets whilst engaging with the brand. The company gathered information about journalists and bloggers who owned pets (and had mentioned the brand positively) and then targeted them with a direct mailing. The mailing was personalised with their pet's name and made of pet food. This generated media and blog coverage and exceeded the company's acquisition target for the website.
PEDIGREE: Donation Glasses
Direct Marketing Association - US, Silver, DMA International ECHO Awards, 2013
This case study details a campaign for Pedigree Adoption Drive in New Zealand, an initiative which helps the Pedigree pet food brand amplify its brand positioning.
This case study details a campaign for Pedigree Adoption Drive in New Zealand, an initiative which helps the Pedigree pet food brand amplify its brand positioning. Pedigree solicits donations, which are then distributed to dog shelters around New Zealand. However, public interest in the cause was declining, along with willingness to donate. Pedigree took the decision to target people who do not usually donate to charity, rather than cannibalising donations to other causes, through a creative cinema experience. The campaign used rational messages based around where the money would go and what it would achieve, and emotional messages which contrasted the effect of donating with the effect of not donating. Before entering the cinema, visitors were given a choice of whether to donate or not and given coloured 3D glasses based on their choice. Two films were then played simultaneously, with the same mistreated dog in each. The choice of the visitors to donate (or not) determined the outcome for the dog. This campaign generated interest in the issue and exceeded the previous year's donations in one month.
Mitre 10 (NZ): Making DIY easy as
The Communication Agencies Association of New Zealand, Gold, New Zealand Effie Awards, 2013
This case study describes how Mitre 10, the DIY retailer in New Zealand, differentiated its brand from its main competitor in order to end a dependence on price promotions.
This case study describes how Mitre 10, the DIY retailer in New Zealand, differentiated its brand from its main competitor in order to end a dependence on price promotions. Research showed that only 16% of DIY customers were motivated by price and that the main barrier was, in fact, a lack of confidence in DIY skills. The 'Easy As' campaign consisted of an easily identifiable name and icon, humorous TV ads that showed confident Kiwis completing a range of achievable projects, online DIY guides, and an in-store communications programme that ensured that there were both trained staff and resources to aid customers with their DIY queries. Mitre 10 saw a sales uplift for all products featured in the 'Easy As' videos, and an uplift in the stores that had higher proportions of trained staff.
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