Archive for the ‘Marketing’ Category
Why shouldn’t an ethical business market itself?
Jay Rayner, the Observer’s restaurant critic, reviewed the Riverford Cottage Field Farm, the restaurant spin-off of organic vegetable box scheme Riverford, in his latest piece. What’s this got to with marketing, you say? Well Rayner, who likes to appear outspoken, opens the piece with this:
Have you ever lifted an organic veg box and wondered why it was so damn heavy? It’s because it is weighed down by the hopes, fears and aspirations of the entirety of Britain’s guilt-sodden middle classes. That and the cannonball-like swede that always seems to end up in there. I cannot understand why a serious cook would allow a random collection of ingredients into the house, and hate the smug satisfaction that those who order them exude. They think they are doing something to save the planet. They aren’t. They are making affluent lifestyle choices and supporting apparently alternative business – but ones built entirely on conventional marketing strategies.’
This isn’t the place to debate the rights and wrongs of vegetable boxes (for what it’s worth, I get a vegetable box, but am well aware I’m not saving the planet; as I’m not a ‘serious cook’, I quite like the challenge of being sent whatever is in season and trying to work out what to do with it – kohlrabi, anyone?)
What I found interesting was his final comment – that an ‘alternative business’ is somehow undermined by using ‘conventional marketing strategies’.
I went to visit Riverford for a piece in Marketing mag nearly six years ago. It was a much smaller business at the time, but two things stood out: first, that it really was trying to achieve something (it wasn’t trying to save the world, just get people interested in cooking and eating fresh food); and second, that Guy Watson, the guy in charge, was a seriously talented businessman.
Is it a bad thing that Riverford has used a franchising strategy plus smart branding, online and word-of-mouth activity to build his business? Would it be better if Riverford were still a small collection of farms in Devon? That might suit some in the hairshirt brigade (and Rayner’s patrician outlook), but it isn’t going to help Watson achieve his goals.
The thing about conventional marketing strategies is that, by and large work, they work. If an alternative business is to remain in business, why shouldn’t it use marketing?
In fact, Rayner’s view is a little out-of-date – there are plenty of ‘alternative businesses’ building themselves into bona fide brands (eg Divine Chocolate), and even some general ‘good causes’ (Fairtrade, for example) using marketing principles to raise awareness of some of the issues around food. Maybe they do tap into middle-class guilt (why are only the middle classes guilty?), but as long as nobody thinks that they can change the world with a few purchases, isn’t it a good trade-off to pander to those feelings in return for a bit of consumer education? And given that the recession has allowed far fewer of us to make ‘affluent lifestyle choices’, those businesses that have used branding to build a relationship with consumers are more likely t0 survive the cull. That, surely, is a good thing.
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Cons-Lib coalition – the branding implications
It’s been a very busy few weeks (freelancing, wedding preparations, even the odd weekend away), so I’ve not had chance to update this blog after the pretty astonishing traffic surge my last post created.
What’s more, I’ve been glued to the election coverage (on which point, it’s nice to see my earlier post questioning the role of social media in the election seems to have been on the money). It’s been an incredible few weeks in British politics, and from a branding perspective the creation of the Conservative-Liberal Democrat coalition (ConDemNation, as it has quickly been tagged) throws up some huge issues.
First, what does it mean for the Tories? The interesting thing is that the coalition, though apparently a compromise born of necessity, may help David Cameron and the Tory brand in the long run. Cameron has been trying for years to reform the party’s image – he realised that a Conservative Party that appealed to the English shires could not win power on a national basis. But that message has not got through to huge swathes of the party. Cameron is unpopular in parts of the Conservative party because his leadership is based around a small clique; he does it that way because, frankly, he doesn’t trust lots of his own party. And you only have to look at what happened with Chris Grayling to see that he is probably right.
Cameron is a centrist that has tried to modernise the Tory brand with a new political positioning and a new ‘compassionate’ image (as well as that curious kids-drawing-of-a-tree logo). Yet he never quite managed to ‘seal the deal’ with the electorate because plenty of voters still didn’t trust the braying element of the party (or Cameron’s own posh-boy background).
So tying up with the Lib Dems, a centrist party with strong environmental and civil liberties credentials, is a masterstroke. It’s an astonishing attempt at partnership marketing, co-opting your partner’s brand strengths. If it works, it will detoxify the Tory brand, help make them a bit cuddlier, and make them far more electable whenever the next election takes place.
Then there’s the Lib Dems. It’s a much more complex situation for them. Arguably, part of their brand was their sheer powerlessness. They were the voters’ moral conscience, cash-strapped but high on principle, who could be employed as a protest vote either for fed-up middle class Labour voters or Conservative defectors. They were a way of reminding the big two parties that they couldn’t take their core vote for granted. A few years ago they veered to the left, and still have some pretty out-there policies, but for much of their existence they have sat neatly between Labour and the Tories.
Getting into power changes everything. Their left-wing credentials will be undermined by the fact they are propping up a Tory government. The hairshirt brigade, who previously could quite happily commit the Lib Dems to all sorts of crazy policies safe in the knowledge they’d never be put into practice, now find the party making compromises to get into power. This is a brave new world for the party, and one fraught with danger. There is a very real danger of a defection to Labour by some of its voters; to counter that, it must show voters of all persuasions who previously saw the Lib Dems as a wasted vote that the party has a role to play in power (and making that case will be easier if they push the Alternative Vote system through).
In short, what Nick Clegg needs to do is rebrand the Lib Dems. And the only way to do that is to be seen to deliver in government. If he fails, the Lib Dems could be wiped out at the next election, just as previous coalitions wiped out their predecessors, the Liberal Party. It’s a big risk – the Lib Dem brand could be completely undermined over the next few years.
Then there’s Labour. It actually polled better than many feared in the election, but it’s clear it needs a brand refresh. The departure of Brown and the end to the New Labour project means the party has to start again. For all its troubles, the New Labour machine proved one thing: to win elections convincingly it needs a credible, centrist vision. It took the Tories nearly a decade to work out it had to follow suit; can Labour now do it again more quickly? Bookies’ favourite David Miliband seems to recognise the scale of the challenge, but with the ConDemNation suddenly taking over the centre ground, Labour needs to find some new ideas. And it faces a core urban, working class vote the party has gradually alienated. For an intellectually and financially exhausted party, this rebuilding may take a while.
Finally, there’s the issue of the forthcoming spending cuts, which as we all know will be brutal. Mervyn King recently predicted these would severely hurt the popularity of the party in power, and that of course is possible. Cameron’s cuddly image may be compromised by the resurgence of the ‘nasty party’ in voters’ minds, and the Lib Dems’ role in the cuts will be under heavy scrutiny. But actually, I think Labour’s brand may suffer here too. The great realignment of politics in the 90s was built on two factors: the loss of confidence in the Conservatives’ ability to manage the economy in the wake of Black Wednesday, and the ability of Tony Blair to convince voters that Labour had moved on from its former financial recklessness. And for a decade, it seemed like Labour had buried its reputation for economic incompetence.
The Conservatives and the Liberal Democrats will be hurt by having to make savage cuts. But if they make them competently and fairly, and if they actually show they can deal with the deficit, they may be given some ‘tough love’ credit. And assuming they spend the next couple of years blaming the situation on the former government, Labour may find it has a mountain to climb to convince the Middle England voters it needs of its economic competence.
The beauty about branding in politics is that it is always at the mercy of events and the foibles of individuals. That makes the next few years impossible to call, but fascinating to watch.
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Agencies – what one client really thinks of you
Last night I went along to the Revolution Awards, celebrating all things digital. And I ended up chatting to one of Britain’s top marketers. I won’t divulge his name, but it’s safe to say he’s the man behind some of the best-known ads in the UK of the past few years and has a pretty formidable track record across the industry.
So naturally, I decided to probe him a bit for what he really thinks about the agencies that he’s worked with. And after a few glasses of wine, he was more than forthcoming. In no particular order:
1. The best you can hope for from an agency is a couple of good ideas a year. Often you won’t even get that. And he’s talking about some of the best agencies in London when he says that – BBH and Dare are two he mentioned.
2. BBH are ‘difficult to work with’, but obviously get results.
3. He really didn’t think much of Rapp – ‘you’ll be waiting a long time to get a good idea out of them’. They are ‘just a machine’.
3. Ogilvy are another agency he thinks are all mouth and no trousers. And they should never have moved to Canary Wharf.
4. JWT are now a very weak agency in his opinion. In fact, he questioned WPP’s takeover strategy, saying it seems to have created big, bland networks.
5. One of his biggest complaints was the sheer lack of talent within agencies. There are normally only a handful of people in an agency he’d actually want to work with. That’s a common complaint, and the reason agencies are such brittle businesses – a couple of important people moves and they can be in real trouble.
6. Media agencies could have cornered the digital space (a couple of Revolution Awards actually went to media shops). But they’re not smart enough to see the opportunity.
Pretty damning stuff, really.
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The future of mobile? Look to India
Mobile. I’ve lost count of the number of times I’ve been told how important mobile will be in Asia.
At conference after conference, the mobile vendors are there explaining why mobile is so important. Why internet penetration is being driven by mobile phone usage in markets like India, China, Vietnam and Indonesia. Why mobile offers the chance to target emerging consumers in geographically vast countries. Why these consumers are more receptive to mobile marketing than most others. And it all makes sense. But for a variety of reasons (lack of co-ordination, lack of metrics, all the usual stuff) nobody seems to be making big money out of it.
But there seems to be something stirring in India. There was a really interesting article in today’s FT about the Bollywood mogul Amitabh Bachchan and his new vlog. Every day ‘Big B’ will record an audio blog. Nothing unusual there, perhaps. But the way consumers will be able to access this blog is by dialling into it. So that’s a marketing channel and a means of monetising your audience all in one.
This isn’t the first time I’ve seen India going its own way in the mobile sphere. At last year’s Spikes Asia, I moderated a session on mobile at which Nokia’s Sandy Agarwal talked extensively about Nokia Life Tools, a mobile phone service launched in 2008 for rural customers in India and now being rolled out elsewhere. The features are pre-loaded onto an entry-level handset and work via text message (no point making it internet-based as its target consumers are out in the middle of nowhere). It gives users information such as weather updates and market prices. He made the point that there were huge opportunities for brands to get involved in these services (though I guess he would say that).
Why is there so much innovation around mobile in India? It is huge, obviously, and internet penetration has been much slower to gain ground than in China, meaning that the gap between mobile penetration (413m) and web penetration (33m) is vast (figures for early 2009 from the ADMA Yearbook). That means mobile is almost a standalone medium, rather than an adjunct to digital, and so is more likely to develop its own marketing ecosystem. At the same time, it’s now a market with enough scale to make money out of using some sort of micropayments model. That makes it a good testbed for these types of service. Then there’s good old-fashioned Indian entrepeneurialism – as the FT story makes clear:
The Tata Strategic Management Group, a consultancy, estimates that the number of what it classifies as middle-income households – those earning between Rs110,000 and Rs240,000 per year – in India will rise from 75m today to over 103m by 2015. This would make middle-income consumers the biggest group in Indian society for the first time in the country’s history.
Products, such as Mr Bachchan’s vlog, are aimed directly at this group. In a country where internet penetration remains low but mobile phone use is burgeoning – India now has 550m mobile phone users – the vlog unites India’s fascination with celebrity and its growing communications revolution.
Going back to the FT story, it’s interesting that it’s a celebrity taking this step rather than a brand. But marketers in India should certainly be watching out for the results of ‘Big B’s’ vlogging venture. Mobile in India may not have the bells and whistles of the iPhone-crazed markets in the West, but for anyone interested in connecting with emerging consumers it is probably far more relevant.
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Brands and Chinese New Year
Kung hei fat choy, as they say in Hong Kong. That’s happy new year, as Sunday marked the start of the year of the tiger.
People in the West don’t really get what a big deal Chinese New Year is – a cross between Christmas and New Year with a dose of astrology thrown in for good measure. It’s really interesting in China especially, as it sees hundreds of millions of city-dwelling workers trek back home (sometimes thousands of miles) to celebrate. It’s the planet’s biggest voluntary migration. An estimated 2.54 billion journeys will be made this CNY.
So it’s no surprise that brands have been looking into how best to approach the festival. With so much goodwill going round, it should be a perfect time to do a bit of brand-building. And the good news for brands has been that TV plays a big role in the festivities – the annual CCTV gala, a variety show of often questionable acts on state TV, is the biggest television – and, therefore, advertising – event of the year. CCTV claims 50% of households watch it.
But the last few years have seen brands become more adventurous. And rightly so – this year the internet appears to have played a bigger role in CNY entertainment. There was a great piece on Media’s website on marketing during CNY. It pointed out how important work on transport media is during CNY (think of all those journeys). It also pointed out the importance of returning urban workers as brand ambassadors. And it pointed out that the further south you go, the fewer people watch the CCTV gala.
The work to keep an eye on is Coca-Cola’s. Last year it took a bold approach to CNY marketing by trying to create a whole new ritual around it. The brand introduced the ‘First Coke of the Year’ – the idea that you should pick somebody special with whom to share your first bottle of Coke of the lunar new year. The campaign involved TV – and in particular an ad starring former champion hurdler and Chinese celebrity Liu Xiang. Importantly, it also had a strong online element, with e-cards that could be sent to friends. The take-up was very impressive and seemed to lay the foundations for an ongoing initiative as Coke sought to take a degree of ownership of CNY – much like it has with Christmas in the West.
This year it has shifted even more of its focus online, with a campaign offering consumers the chance to customise a festive bottle label. The campaign involves uploads of new year greetings and celebrity involvement from Taiwanese pop band Fahrenheit.
To be honest I was expecting a more obvious follow-up to First Coke of the Year – video upload contests are pretty standard in China these days. But either way, it’s worth checking on the results of this campaign over the next few weeks, as Coke seems to be the brand thinking most intently about CNY.
Umami? Isn’t that something to do with MSG?
I’ve seen a lot of stuff in the past 24 hours about umami, the body’s so-called ‘fifth taste’ after sweet, sour, bitter and sweet. The Japanese word umami translates as deliciousness and supposedly causes the body to find a food, um, delicious. An umami-based product has just been launched that, say its backers, enhances whatever food it is put in.
Now I’m probably in the very small minority of people in the UK who have heard of umami. Not because I’m some sort of molecular gastronome, but because I attended a conference in Manila in November.
At that conference, I heard a food marketer describe how he had built a campaign around the concept of umami in the Philippines to transform perceptions of his product. It was an ingenious campaign too – it even included a cookery magazine and book full of umami-rich recipes targeting time-poor mothers who wanted to make their food taste better.
And who was this marketer extraordinaire? He was the Philippines marketing director for Japanese company Ajinomoto, owner of one of the world’s biggest brands of monosodium glutamate (MSG).
That’s right, MSG is umami-central, and Ajinomoto had fastened onto the concept of umami as a way of resuscitating the reputation of MSG. And it worked, judging by the attitude tracking scores this guy produced.
Now, rightly or wrongly, MSG’s name is still mud in most Western markets after a series of health concerns (clearly I’m not qualified to comment on whether there is reason for concern). So it’s going to be interesting to see whether any follow-ups to the current PR-led press reports make the link between MSG and umami. Would the shoppers at foodie haven Waitrose, the supermarket selling the new product, be so keen on it if they knew? Could be a brand backlash waiting to happen!