Marketing

Marketers and consumers feel differently about the delivery of an excellent customer experience. To reconcile this, marketers should turn their attention to consumers’ top concerns, such as privacy and personalization.

Brands must break through and win at shelf, but with an average supermarket stocking over 40,000 different products, that’s no mean feat. Whether it’s a new pack design, advertising at shelf or off-shelf display, virtual reality can help give marketers the confidence that their money will be well-spent.  by Nicole Johnson – Virtual Reality Solutions Manager / Insights Division, Kantar

Agency Mania Solutions offered advertisers four tips to improve accountability and transparency from agencies.

Today’s retail landscape has a cheating problem. That’s because consumers have more choice and access to products than ever, and they’re growing increasingly comfortable with trying new brands. While choice and access are fantastic for shoppers, manufacturers and retailers now have an incredible burden to bear—make an offering so great that consumers won’t seek an alternative elsewhere.

A year after taking charge as SVP and CMO for industrial giant Emerson, Katherine Button Bell rolled out a new brand architecture for the company — including a revamped logo. Not everyone was pleased. “Someone wrote a note to our chairman that said, ‘I suppose she’d like to change the American flag while she’s at it?'” Button Bell recalls. “The word ‘tension’ would not describe the angst it created. People think of logos as part of their personal identity. It’s like changing the initials on someone’s bathroom towels.”

You know that sock drawer you’ve been meaning to clean out? It may just offer lessons for clarifying the marketing process, and provide CMOs and marketers with a more clear-sighted path for demonstrating their value.

In the consumer-goods sector, agile ways of working aren’t an all-or-nothing proposition. Success depends on knowing where and how to deploy them.

Packaging changes are an integral part of every brand’s lifecycle. Many changes are routine, but some are more radical; driven by changing consumer trends, the need to modernize, or signaling a more premium offer. However, even slight changes can dramatically impact sales, making it critical to get your packaging transition strategy right.  by Tara Prabhakar – Global Director, Qualitative, Client Impact Insights Division, Kantar and David Lansanah Global Head of Innovation Insights Division, Kantar

With the U.S. multicultural population projected to grow by 98 million people in the coming decades, Acosta expects multicultural shoppers will continue to have significant influence on the grocery shopping experience.

From a context perspective, client-agency relationships are entering a new cycle with many players on both sides misreading needs, tensions, and responsibilities. By Robert Rakowitz, Global Media Director, Mars Inc.

When the idea for a consumer packaged goods (CPG) product is born, it’s immediately assessed in terms of the consumer. Will consumers buy it? Will they buy it at a price that makes you a profit? Will they love it? Will consumers love this product so much, they tell their friends about it? Will those consumers buy and love it?

The price and promotion of a consumer packaged goods (CPG) product can make or break its success. Price can directly affect a product’s ability to sell, and at what velocity. And promotions have the ability to influence consumers’ purchasing decision in a particular moment. Combined, these two factors can significantly impact a product’s success on and off the shelves.

Government regulation is the top obstacle threatening marketers’ data projects this year, according to a recent survey of US marketers by Winterberry Group and the Interactive Advertising Bureau (IAB).

It’s the media industry’s new favorite four-letter word:  data.  True, it has always been an important factor in how campaigns are built, executed and evaluated.  But now, thanks to myriad technological advancements, data has become the heart of all things advertising, giving life to campaigns in ways we never thought possible.

Small and mid-sized consumer packaged goods (CPG) manufacturers come in as many different varieties as the products they make and sell. Yet one thing they all have in common is their desire to grow—their distribution, their market share, their revenues and ultimately their companies.

At the 2019 Annual Leadership Meeting, IAB released the second version of its Direct Brand Economy report entitled How to Build a 21st Century Brand. This study is an in-depth illustration and analysis of how direct brands are driving a tremendous transformation in the way consumer goods and services are created, marketed, and sold.

Consumer packaged goods (CPG) manufacturers that walk into retail buyer meetings fully prepared are more likely to walk out with their products on the shelf. In today’s competitive market, that means coming equipped with the right knowledge to discuss your product goals and achievements with confidence.

The right music makes or breaks an ad. A carefully chosen song can enhance an ad’s memorability, emotive power, and informativity. A 2015 study by Nielsen found that ads that incorporated music performed better across four key metrics: creativity, empathy, emotive power, and information power. While licensing popular songs can come with a hefty price tag, music, the study points out, can deliver significant returns for brands.

Increased complexity has become the new standard in marketing.  Increased complexity has been exploited to justify advertisers’ increased control over marketing and to marginalize ad agency involvement.  Yet, brands continue to languish.  The complexity trend needs to be reversed.

We bet that you got into the consumer packaged goods (CPG), sometimes referred to as fast-moving consumer goods (FMCG), business because you knew how to make a great non-durable, consumable product that you believe in and that people will love.  But then you have that first meeting with a retail buyer, and all the buyer wants to know is if your product is going to increase retail revenue. And the buyer uses an array of words, terms, acronyms and metrics to describe exactly that: “if we bring in your product, what do you project your unit sales per million to be in the next quarter?” Or, “We see you already have placement in Midsize Retail Chain X. What’s the % ACV of your product in that channel?”