Today, I received an exciting and enticing inter-office email offer that I was unable to ignore:
Leftover Pizza in the Kitchen!
Feeling the usual lunchtime hunger pains, I leaped from my desk and ran to the kitchen in plenty of time to snatch up my very own slice of delicious cheese pizza. While enjoying a break with coworkers, I was suddenly surprised by the packaging of the pizza boxes. Although delivered from popular pizza chain, Mellow Mushroom, the pizza boxes were covered with an advertisement from…The Wall Street Journal? Really? The messaging was: “America has chosen The Wall Street Journal the Nation’s #1 Newspaper,” “We Deliver Unparalleled Content, Unmatched Audience, Quality Solutions,” and “Read It and Eat.”
I wonder if the WSJ is specifically targeting all consumers or specifically business consumers (as the pizzas were delivered to an office building). I think it would be more profitable to target the latter as the content of the paper is business and financial news, which would fit better with corporate consumers. I wonder what the WSJ had to pay to get Mellow Mushroom for this. Hmmmmm…
But, I digress.
What I really would like to discuss is interesting ways brands are trying to reach consumers. I recall a news article from a while back in which a teacher or professor sold advertising space on the bottom of his exams to defer the cost of printing and paper. The WSJ concept is similar, except on a much larger scale. While interactive and traditional media are conventional (for lack of a better term), some brands, like the WSJ are stepping outside ‘traditional’ ways to expose consumers to products.
Daffy’s, a discount apparel retailer, recently played an interactive in cinema advertisement in which live dancers complimented three minute pre-movie commercial. See the ad here:
What I like about this ad is that it is literally spilling over into the audience and is able to really interact with them. The audience was also given coupons (hopefully ones that could be tracked) so that they would further be driven to shop at Daffy’s. What I dislike about the ad is the scope and targeting of consumers. While the ad ran for a full week—I’m sure it was extremely expensive to hire the dance troupe, and unless they can prove the ROI of the ad, I’m not sure if this was a worthwhile venture. Also, the audience was comprised of a diverse group of consumers. It can be assumed that (1) these consumers lived in the same geographic area and most likely shared some socio-demographic traits (although not specific enough to target), and (2) all wanted to see the same film (Amelia). Overall, and interesting, yet expensive and untargeted venture by Daffy’s, but one that is definitely unexpected and generating a lot of buzz.
DeBeers also launched an interesting advertisement last year—an installation piece in Madison Square Park (New York) which a couple would stand underneath a DeBeer’s diamond logo made of mistletoe, and be surrounded by a ring of high speed cameras. The camera would catch a couple sharing a kiss from 360 degrees, and would package the stills into a commercial with the phrase: Two things last longer than time. Love is one of them. A diamond is forever. Thousands of couples showed up to the spectacle and were able to be part of a really cool ad (and remember a moment in time forever). The best way to view come of these ads is to go to YouTube, and search for “DeBeers Unbreakable Kiss.” I liked this campaign because it included real consumers who could be integrated into the overall concept and really interact with the brand.
There are a lot of really cool concepts out there, and unfortunately, I don’t think I’ll be able to cover them all in one article, but hopefully the ads described above exhibit some of the new and innovative ways advertising is evolving. I am excited about the inventive ways companies are trying to go out and reach consumers and interact with them, thusly reaching a broader scope of consumers (who will hopefully become brand loyal consumers). I will definitely be looking to see what’s next!
I’m thinking that although this blog entry might be over for now, that this might be a recurring theme here. If you have any interesting ads that you think I should see—please send them to me at eckramer318@gmail.com.
References:
http://adage.com/mediaworks/article?article_id=139988
http://thefutureofads.com/when-forever-began-shares-a-moment-for-diamonds
Wednesday, October 28, 2009
Tuesday, October 20, 2009
Retailers Inspiring Consumers To Spend Time and Money
I went shopping this past weekend—nothing in particular that I really needed or wanted, just felt the urge to get out of the house and see what I could find. On a venture to the local mall, I began to notice the shopping displays designed to lure consumers into their stores. BCBG had bright colors popping out on white store walls; The Gap and Express had signage indicating sales; Banana Republic and J. Crew exhibited a modern and sleek displays exhibiting the latest trends; countless other vendors are vying for consumer attention with a variety of samples and on-site demonstrations.
While walking by these store displays, I began to wonder: In this recessionary economy, what are retailers doing to differentiate it from other retailers to vie for consumers' spending?
In a webisode from the WPP Store, David Roth, CEO of the WPP Store asked Matt Haywood, Global Insights Director for Fitch, for his top ten global ‘must see’ retail stores. His opinions are summarized in the list below:
(10) Uniqlo, New York, NY, USA – Established in 1984, Uniqlo is a value retailer that uses scale and color blocking to showcase its trendsetting products. Its current trends are in alignment with European and American fashions, yet, its prices are affordable.
(9) Sephora, Paris, France – Sephora is a dynamic, innovative, youth focused, beauty retailer that uses bright, night-club displays to showcase both well-known and new brands. In an optimistic environment, the staff is eager to help and offer opinions to patrons, priding itself on its hands on approach to beauty. Sephora is a buzz retailer, primary using WOM as its advertising outlet.
(8) Bic, Osaka, Japan – Best described as an extreme retailer, Bic is a store thrives on madness. The store uses bright and vibrant colors and screaming staff to attract consumer attention to a wide range of specialist brands. On the storefront, a huge quick response (QR) code allows patrons to snap a photo and then be automatically directed to Bic’s website, so that they can shop on their mobile device even when the store is closed, or when it’s too crowded to enter. However, most consumers prefer in-store “extreme” shopping, and are willing to pay more since there is no substitute for the Bic shopping experience.
(7) Daylesford Organics, Cotswold, England – Located on a farm, Daylesford Organics is a lifestyle concept store that is one of the pioneers of high quality, organically grown and sold food and products. Decorated in natural products and colors and staffed with knowledgeable workers, consumers want to spend time here, and often make an event out of visiting the store.
(6) Carnival, Dallas, TX, USA – Carnival is a Hispanic themed supermarket, whose focus is on its product—food! With black gloss and the ceilings and floor, Carnival uses lighting to showcase food and create artful displays. The store also prides itself on hospitality—the store manager welcomes customers when they enter.
(5) Mercer, Buenos Aires, Argentina – Established in an old auto repair garage, Mercer carries a simple, yet trendy garment line in a bold atmosphere. Walls are covered in red striped pattern wallpaper, floors are covered in decadent rugs, and antiquated furniture creates a genuinely unique shopping experience. Like other stores, shoppers are more dependent on the experience of shopping in such a unique store, and are less concerned with price (and therefore items are expensive!).
(4) Lane Crawford, Hong Kong, China – Lane Crawford is a modern department store with an interdepartmental shopping experience. With dividers in place of solid walls, the store allows consumers to participate on an endless shopping journey. Mannequins, retail items, and furniture are arranged according to the principles of feng shui. In accordance with its service proposition, a concierge in each ‘department’ allows consumers to be personally guided through the store adding to the prestige of shopping in such a unique environment.
(3) Mr. Clean Car Wash, Cincinnati, OH, USA – Mr. Clean is a carwash that only uses Mr. Clean products. Consumers are invited inside the store to sip coffee, view Mr. Clean products, and watch TV and/or their car being washed. Mr. Clean prides itself on finding the right people to do the right job.
(2) Asian Paints, Mumbai, India – Asian Paints is store that doesn’t sell any actual products. Instead, it is a showroom that is designed to inspire consumers to experiment with color and lighting, and give them the confidence to mix and test to see what will work in their own homes. This showroom directs consumers to purchase paints at one of its three thousand outlets.
(1) La Boqueria, Barcelona, Spain – Built in the 17th century, La Boqueria is a marketplace that showcases real retail at its best. The environment is energized, as store owners take pride in visual merchandising with color blocking and signage. Hospitality is key at this venue—socializing, tasting fresh foods, and learning add to the uniqueness of this environment, causing consumers to want to spend both time and money there.
From this list of top retailers, several themes emerge:
-Each store needs to fit the needs and wants of it consumers in regards to social, economic, and geographic market conditions—what works in China, might necessarily work in the US, and vice versa. Retailers should be aware of the overall demographic of its consumers when deciding where to establish a retail location, what products each location displays, and how the store markets itself to the public.
-Quality is essential to the overall success of a retailer. Not only is the duty of a retailer to create an atmosphere in which consumers want to spend both time and money in, but they need to offer a premium product/service. Consumers are more willing to part with their money for a unique shopping experience and premium products. While online shopping is a good way to reach a mass audience, there is no substitute for a first hand, in-store experience.
-Happy consumers tend to spend more money, and empowering consumers is vital to a stores success. Stores should make sure that hospitality is a central part of their selling process. A knowledgeable and helpful staff can help consumers navigate through products to select the right items to fulfill both wants and needs.
-Stores need to be innovative in products and product displays, and should really ignite innovation to not only entice consumers to spend more in their stores now, but also to stimulate future sales in more positive economic times.
From my experience, I think that Apple and H&M retailers share similar traits to the list of retailers above. Apple has sleek, modern stores with white interiors, and many displays featuring its products. While having an appointment is necessary for an Apple product to be serviced, the stores are adequately staffed with knowledgeable professionals. H&M, conversely, is a large, trendy store with endless shelves of bright and fashionable clothing. The affordable merchandise is updated frequently to match seasonal trends, and is exhibited in fun and innovative displays.
Whatever the retailer, when I go shopping, I want to have a positive experience free of any regrets (regarding price, quality, and experience). I tend to spend more money on quality products exhibited by retailers that keep, clean, modern, and well organized stores. While I prefer not to be disturbed by salespeople when shopping, I do appreciate an honest salesperson’s opinion when trying a new garment on or help when trying to locate certain items (and especially when trying to find the perfect gift for a friend, relative, or coworker).
As for my recent shopping adventure, I purchased a handbag and scarf from a poorly staffed department store with lackluster display. While I’m satisfied with the quality of the items I purchased, I’m generally dissatisfied with the overall purchasing experience. I had been looking for the items I inevitably purchased and was able to locate them on my own, but was not enticed to search for new or innovative merchandise. Instead, I simply purchased the items I was looking and then left the store without pursuing any other merchandise. During my next shopping escapade, I’ll be sure to go to a retailer that wants to compete for my time and money.
References
http://www.wpp.com/wpp/about/whatwedo/store/store-tv.htm?t=Top-10-Stores&p=http%3A%2F%2Fwww.thestorewpp.tv/site_media/stream/flash/2009/10/The_Store_Top_Ten.flv
While walking by these store displays, I began to wonder: In this recessionary economy, what are retailers doing to differentiate it from other retailers to vie for consumers' spending?
In a webisode from the WPP Store, David Roth, CEO of the WPP Store asked Matt Haywood, Global Insights Director for Fitch, for his top ten global ‘must see’ retail stores. His opinions are summarized in the list below:
(10) Uniqlo, New York, NY, USA – Established in 1984, Uniqlo is a value retailer that uses scale and color blocking to showcase its trendsetting products. Its current trends are in alignment with European and American fashions, yet, its prices are affordable.
(9) Sephora, Paris, France – Sephora is a dynamic, innovative, youth focused, beauty retailer that uses bright, night-club displays to showcase both well-known and new brands. In an optimistic environment, the staff is eager to help and offer opinions to patrons, priding itself on its hands on approach to beauty. Sephora is a buzz retailer, primary using WOM as its advertising outlet.
(8) Bic, Osaka, Japan – Best described as an extreme retailer, Bic is a store thrives on madness. The store uses bright and vibrant colors and screaming staff to attract consumer attention to a wide range of specialist brands. On the storefront, a huge quick response (QR) code allows patrons to snap a photo and then be automatically directed to Bic’s website, so that they can shop on their mobile device even when the store is closed, or when it’s too crowded to enter. However, most consumers prefer in-store “extreme” shopping, and are willing to pay more since there is no substitute for the Bic shopping experience.
(7) Daylesford Organics, Cotswold, England – Located on a farm, Daylesford Organics is a lifestyle concept store that is one of the pioneers of high quality, organically grown and sold food and products. Decorated in natural products and colors and staffed with knowledgeable workers, consumers want to spend time here, and often make an event out of visiting the store.
(6) Carnival, Dallas, TX, USA – Carnival is a Hispanic themed supermarket, whose focus is on its product—food! With black gloss and the ceilings and floor, Carnival uses lighting to showcase food and create artful displays. The store also prides itself on hospitality—the store manager welcomes customers when they enter.
(5) Mercer, Buenos Aires, Argentina – Established in an old auto repair garage, Mercer carries a simple, yet trendy garment line in a bold atmosphere. Walls are covered in red striped pattern wallpaper, floors are covered in decadent rugs, and antiquated furniture creates a genuinely unique shopping experience. Like other stores, shoppers are more dependent on the experience of shopping in such a unique store, and are less concerned with price (and therefore items are expensive!).
(4) Lane Crawford, Hong Kong, China – Lane Crawford is a modern department store with an interdepartmental shopping experience. With dividers in place of solid walls, the store allows consumers to participate on an endless shopping journey. Mannequins, retail items, and furniture are arranged according to the principles of feng shui. In accordance with its service proposition, a concierge in each ‘department’ allows consumers to be personally guided through the store adding to the prestige of shopping in such a unique environment.
(3) Mr. Clean Car Wash, Cincinnati, OH, USA – Mr. Clean is a carwash that only uses Mr. Clean products. Consumers are invited inside the store to sip coffee, view Mr. Clean products, and watch TV and/or their car being washed. Mr. Clean prides itself on finding the right people to do the right job.
(2) Asian Paints, Mumbai, India – Asian Paints is store that doesn’t sell any actual products. Instead, it is a showroom that is designed to inspire consumers to experiment with color and lighting, and give them the confidence to mix and test to see what will work in their own homes. This showroom directs consumers to purchase paints at one of its three thousand outlets.
(1) La Boqueria, Barcelona, Spain – Built in the 17th century, La Boqueria is a marketplace that showcases real retail at its best. The environment is energized, as store owners take pride in visual merchandising with color blocking and signage. Hospitality is key at this venue—socializing, tasting fresh foods, and learning add to the uniqueness of this environment, causing consumers to want to spend both time and money there.
From this list of top retailers, several themes emerge:
-Each store needs to fit the needs and wants of it consumers in regards to social, economic, and geographic market conditions—what works in China, might necessarily work in the US, and vice versa. Retailers should be aware of the overall demographic of its consumers when deciding where to establish a retail location, what products each location displays, and how the store markets itself to the public.
-Quality is essential to the overall success of a retailer. Not only is the duty of a retailer to create an atmosphere in which consumers want to spend both time and money in, but they need to offer a premium product/service. Consumers are more willing to part with their money for a unique shopping experience and premium products. While online shopping is a good way to reach a mass audience, there is no substitute for a first hand, in-store experience.
-Happy consumers tend to spend more money, and empowering consumers is vital to a stores success. Stores should make sure that hospitality is a central part of their selling process. A knowledgeable and helpful staff can help consumers navigate through products to select the right items to fulfill both wants and needs.
-Stores need to be innovative in products and product displays, and should really ignite innovation to not only entice consumers to spend more in their stores now, but also to stimulate future sales in more positive economic times.
From my experience, I think that Apple and H&M retailers share similar traits to the list of retailers above. Apple has sleek, modern stores with white interiors, and many displays featuring its products. While having an appointment is necessary for an Apple product to be serviced, the stores are adequately staffed with knowledgeable professionals. H&M, conversely, is a large, trendy store with endless shelves of bright and fashionable clothing. The affordable merchandise is updated frequently to match seasonal trends, and is exhibited in fun and innovative displays.
Whatever the retailer, when I go shopping, I want to have a positive experience free of any regrets (regarding price, quality, and experience). I tend to spend more money on quality products exhibited by retailers that keep, clean, modern, and well organized stores. While I prefer not to be disturbed by salespeople when shopping, I do appreciate an honest salesperson’s opinion when trying a new garment on or help when trying to locate certain items (and especially when trying to find the perfect gift for a friend, relative, or coworker).
As for my recent shopping adventure, I purchased a handbag and scarf from a poorly staffed department store with lackluster display. While I’m satisfied with the quality of the items I purchased, I’m generally dissatisfied with the overall purchasing experience. I had been looking for the items I inevitably purchased and was able to locate them on my own, but was not enticed to search for new or innovative merchandise. Instead, I simply purchased the items I was looking and then left the store without pursuing any other merchandise. During my next shopping escapade, I’ll be sure to go to a retailer that wants to compete for my time and money.
References
http://www.wpp.com/wpp/about/whatwedo/store/store-tv.htm?t=Top-10-Stores&p=http%3A%2F%2Fwww.thestorewpp.tv/site_media/stream/flash/2009/10/The_Store_Top_Ten.flv
Tuesday, October 13, 2009
Engaging Generation Next
They’re known by a number of names: Generation Next, Echo Boomers, Peter Pan Generation, Trophy Kids, Boomerang Kids, and Millennials to name a few. With 14% of US population being born between 1982 and 2000, this Millenial generation comprise a unique yet diverse demographic whose habits that are worth discussing.
Millenials have a sense of entitlement—from a very young age, they were taught that the world is theirs for the taking; they can become or do anything, and want to be recognized for just participating. They enjoy humor with a slant (visiting sites like CollegeHumor.com, EbaumsWorld.com, Digg.com, and Youtube.com, and enjoy movies like Bruno, Wedding Crashers, and Old School). They are more likely to openly complain online, and demand immediate feedback to their complaints. While open to new ideas and technologies, this group lacks leadership—exhibiting swarm behavior regarding the current media landscape. Millenials are socially, economically, and environmentally conscious, and like to be “in the know,” especially in regards to technology and social networking.
Now that we know a little bit about this diverse group, how are advertisers engaging this audience?
Red Bull, the energy drink that “gives you wings,” markets itself with the sponsorship of extreme sports. One of their main events, the Red Bull Soapbox Race, took place in Atlanta in August of this year. The Red Bull Soapbox race is an unusual, comically themed soap box car derby race fueled by “creativity and competitive fun.” Red Bull energizes not only participants, but also the crowd that gathers to watch.
Another company that is engaging Millennials is Clif Bar. Clif Bar has created a mobile application monitoring the weather conditions at Ski Resorts. This application reports on natural snow creation—which appeals to the millennial desire to save the environment, as artificially made snow is dependent on water and electricity waste.
Advertisers are connecting with Millenials by monitoring trends and listening to their conversations, engaging them where they are (online), entertaining them with a variety of events, and adapting innovative technologies to fit changing wants. Most importantly, marketers need to not only communicate with this group in their own language, but inspire them to create and distribute user generated content.
References
Internal Presentation
http://www.mobilemarketer.com/cms/news/content/2919.html
Millenials have a sense of entitlement—from a very young age, they were taught that the world is theirs for the taking; they can become or do anything, and want to be recognized for just participating. They enjoy humor with a slant (visiting sites like CollegeHumor.com, EbaumsWorld.com, Digg.com, and Youtube.com, and enjoy movies like Bruno, Wedding Crashers, and Old School). They are more likely to openly complain online, and demand immediate feedback to their complaints. While open to new ideas and technologies, this group lacks leadership—exhibiting swarm behavior regarding the current media landscape. Millenials are socially, economically, and environmentally conscious, and like to be “in the know,” especially in regards to technology and social networking.
Now that we know a little bit about this diverse group, how are advertisers engaging this audience?Red Bull, the energy drink that “gives you wings,” markets itself with the sponsorship of extreme sports. One of their main events, the Red Bull Soapbox Race, took place in Atlanta in August of this year. The Red Bull Soapbox race is an unusual, comically themed soap box car derby race fueled by “creativity and competitive fun.” Red Bull energizes not only participants, but also the crowd that gathers to watch.
Another company that is engaging Millennials is Clif Bar. Clif Bar has created a mobile application monitoring the weather conditions at Ski Resorts. This application reports on natural snow creation—which appeals to the millennial desire to save the environment, as artificially made snow is dependent on water and electricity waste.
Advertisers are connecting with Millenials by monitoring trends and listening to their conversations, engaging them where they are (online), entertaining them with a variety of events, and adapting innovative technologies to fit changing wants. Most importantly, marketers need to not only communicate with this group in their own language, but inspire them to create and distribute user generated content.
References
Internal Presentation
http://www.mobilemarketer.com/cms/news/content/2919.html
Tuesday, October 6, 2009
Display Ads Successful Component of a Fully Integrated Advertising Campaign
I was sitting in on a business call a few days ago, when suddenly a voice on the other end of the line said “Every dollar in online advertising spent, is a dollar wasted.” I gasped—thank heavens my line was on mute. Not only is my livelihood currently dependent on online advertising, but I really disagree with this statement. While tracking the success of online conversations is evolving with the landscape of the Internet, an online presence is still essential to the overall success of an integrated marketing campaign.
According to FastCompany in the past two years, the total number of Internet users who click on display ads has declined by half with only 16% interacting with display ads from Q3 2007. Of those clicks, 85% are attributed to a mere 8% of users (described generally as young, lower income adults). With that knowledge, is display click through rate even relevant? My response is yes, when ads are targeted to their audiences.
For example, AutoTrader.com, an online marketplace for buying selling three million new and used cars to an audience of over 14 million qualified consumers monthly from a network of 40,000 dealers and 250,000 private owners, serves ads that are specific to the auto industry. Visiting the site today, I see ads for Toyota, Lexus, Cadillac, and Valvoline, to name a few of the visible brands.
According to a comScore study, “consumers who are exposed to display ads are 65% more likely to visit a brand’s site than those who aren’t exposed to the ad,” and “nearly twice as likely to make a purchase from the site advertised” when “exposed to both display and search ads.” In the AutoTrader.com example, it is worth the advertising expense of brands like Toyota, Lexus, Cadillac, and Valvoline to create an online presence on AutoTrader.com because that’s where qualified consumers are looking to research and potentially purchase a new vehicle.
By not advertising in relevant online markets, I think that brands are forfeiting an opportunity to be visible to its target market. The click through rate might not be the most transparent method of measuring an ad’s success due to its inability to sort out accidental clicks or gauge overall message exposure. Innovations in tracking and visibility are out there—rich media display ads functionality and contextual advertising to name a few ways to directly target consumers and track their overall interaction with ads. I think that display ads work if advertisers are strategic in their media buys, and continue to consider online advertising as a successful component of a fully integrated advertising campaign.
References
http://www.fastcompany.com/blog/clay-dillow/culture-buffet/click-through-rate-still-relevant-valuing-web-ads
http://autotrader.com
According to FastCompany in the past two years, the total number of Internet users who click on display ads has declined by half with only 16% interacting with display ads from Q3 2007. Of those clicks, 85% are attributed to a mere 8% of users (described generally as young, lower income adults). With that knowledge, is display click through rate even relevant? My response is yes, when ads are targeted to their audiences.
For example, AutoTrader.com, an online marketplace for buying selling three million new and used cars to an audience of over 14 million qualified consumers monthly from a network of 40,000 dealers and 250,000 private owners, serves ads that are specific to the auto industry. Visiting the site today, I see ads for Toyota, Lexus, Cadillac, and Valvoline, to name a few of the visible brands.
According to a comScore study, “consumers who are exposed to display ads are 65% more likely to visit a brand’s site than those who aren’t exposed to the ad,” and “nearly twice as likely to make a purchase from the site advertised” when “exposed to both display and search ads.” In the AutoTrader.com example, it is worth the advertising expense of brands like Toyota, Lexus, Cadillac, and Valvoline to create an online presence on AutoTrader.com because that’s where qualified consumers are looking to research and potentially purchase a new vehicle.
By not advertising in relevant online markets, I think that brands are forfeiting an opportunity to be visible to its target market. The click through rate might not be the most transparent method of measuring an ad’s success due to its inability to sort out accidental clicks or gauge overall message exposure. Innovations in tracking and visibility are out there—rich media display ads functionality and contextual advertising to name a few ways to directly target consumers and track their overall interaction with ads. I think that display ads work if advertisers are strategic in their media buys, and continue to consider online advertising as a successful component of a fully integrated advertising campaign.
References
http://www.fastcompany.com/blog/clay-dillow/culture-buffet/click-through-rate-still-relevant-valuing-web-ads
http://autotrader.com
Subscribe to:
Posts (Atom)
