1. The document provides background on Leonardo Ross-Rivera, an integrated marketing strategic planner and creative director, and discusses his experience and perspective on shopper marketing.
2. Ross-Rivera believes shopper marketing should be viewed as an integrated marketing approach rather than just a tactic. He emphasizes the importance of understanding barriers to purchase and developing robust strategies and platforms to build brands and drive sales.
3. Examples are provided of integrated marketing platforms Ross-Rivera has developed for brands like Kellogg's, Johnny Walker, and Walmart that utilize both above-the-line and shopper marketing tactics to achieve business goals.
The Longstanding Bank of Canada (LBC), founded in 1904, wants to update its image and branding to appeal more to consumers. It has commissioned a market research proposal to analyze its current brand perception, the competitive landscape, which brands are most favorable, and what consumers look for in banks today. The proposal outlines objectives to understand LBC's position and the implications of rebranding through online surveys of personal and business clients, email surveys, and in-person surveys at malls near LBC locations. The research will focus on Eastern Canada and sample personal banking customers, small businesses, and large investment partners. The final report will summarize the findings and implications of a potential rebranding through a PowerPoint presentation.
- Kellogg's was established in 1906 and manufactures breakfast cereals in 18 countries, marketing them in over 180 countries globally.
- Kellogg's entered the Indian market in 1994, investing $65 million and offering products like corn flakes, wheat flakes, and biscuits to appeal to India's large population of over 950 million inhabitants.
- A study by Purdue University found that corn flakes taken with milk and fruit is a nutritious breakfast that provides vitamins, minerals, proteins, and carbohydrates, helping children maintain alertness and a healthy diet.
Kellogg's is a leading American food company established in 1906 that produces cereal and convenience foods. It has a global presence in over 180 countries with $12.57 billion in annual revenue. Kellogg's brand value was estimated at $11.04 billion in 2010. The document discusses Kellogg's competitors, financial performance, brand strength using various frameworks, communication strategies, and corporate social responsibility initiatives.
Kellogg operates globally in cereal, snacks, and breakfast foods and seeks to expand in emerging markets and health/wellness categories, though it faces threats from obesity concerns, cost-conscious consumers, and substitute products from intense competition from rivals like General Mills and Kraft Heinz. Kellogg has opportunities through global population growth, aging demographics, and new technologies but must navigate various regulations and cultural preferences across countries.
The document provides details on the history and operations of Kellogg's in Greece. Kellogg's began operations in Greece on February 19, 1906. In 1965, Kellogg's started operating in the food and beverage sectors in Greece and is responsible for distributing Kellogg's products in the country. Atlanta s.a. has distributed Kellogg's products in Greece since 1965, operating warehouses near Athens and Thessaloniki. The document also notes that Kellogg's Greece has its head office located in Athens.
"Resolution Campaign" Plans book
Submitted to: International Advertising Association 2011
Gained title: World Champions for the IAA Interad XIII Canon-Europe Brand Campaign, 2011
Team:
Annabel Slade
Colby Lathwell
Jack Geerssen
Jakob Reimerson
Jon Ismailovski
Sebastian Forsström
Presentation given by Jenifer Hanen on Mon April 16, 2012 at Breaking Development Orlando [http://bdconf.com/2012/orlando].
"Designing and developing for mobile devices can be overwhelming in the sheer amount of factors to consider. Questions of where get started or how to retool for fast and lovely mobile sites can send one screaming for the supposed safety of Webkit before running and hiding under an iOS rock. But such fear and trembling is unnecessary and we can go forth in confidence with the minimalist's guide on data sipping as a legitimate lifestyle, serving responsive images, how to strip that code, and do I really need all this Javascript?"
The Longstanding Bank of Canada (LBC), founded in 1904, wants to update its image and branding to appeal more to consumers. It has commissioned a market research proposal to analyze its current brand perception, the competitive landscape, which brands are most favorable, and what consumers look for in banks today. The proposal outlines objectives to understand LBC's position and the implications of rebranding through online surveys of personal and business clients, email surveys, and in-person surveys at malls near LBC locations. The research will focus on Eastern Canada and sample personal banking customers, small businesses, and large investment partners. The final report will summarize the findings and implications of a potential rebranding through a PowerPoint presentation.
- Kellogg's was established in 1906 and manufactures breakfast cereals in 18 countries, marketing them in over 180 countries globally.
- Kellogg's entered the Indian market in 1994, investing $65 million and offering products like corn flakes, wheat flakes, and biscuits to appeal to India's large population of over 950 million inhabitants.
- A study by Purdue University found that corn flakes taken with milk and fruit is a nutritious breakfast that provides vitamins, minerals, proteins, and carbohydrates, helping children maintain alertness and a healthy diet.
Kellogg's is a leading American food company established in 1906 that produces cereal and convenience foods. It has a global presence in over 180 countries with $12.57 billion in annual revenue. Kellogg's brand value was estimated at $11.04 billion in 2010. The document discusses Kellogg's competitors, financial performance, brand strength using various frameworks, communication strategies, and corporate social responsibility initiatives.
Kellogg operates globally in cereal, snacks, and breakfast foods and seeks to expand in emerging markets and health/wellness categories, though it faces threats from obesity concerns, cost-conscious consumers, and substitute products from intense competition from rivals like General Mills and Kraft Heinz. Kellogg has opportunities through global population growth, aging demographics, and new technologies but must navigate various regulations and cultural preferences across countries.
The document provides details on the history and operations of Kellogg's in Greece. Kellogg's began operations in Greece on February 19, 1906. In 1965, Kellogg's started operating in the food and beverage sectors in Greece and is responsible for distributing Kellogg's products in the country. Atlanta s.a. has distributed Kellogg's products in Greece since 1965, operating warehouses near Athens and Thessaloniki. The document also notes that Kellogg's Greece has its head office located in Athens.
"Resolution Campaign" Plans book
Submitted to: International Advertising Association 2011
Gained title: World Champions for the IAA Interad XIII Canon-Europe Brand Campaign, 2011
Team:
Annabel Slade
Colby Lathwell
Jack Geerssen
Jakob Reimerson
Jon Ismailovski
Sebastian Forsström
Presentation given by Jenifer Hanen on Mon April 16, 2012 at Breaking Development Orlando [http://bdconf.com/2012/orlando].
"Designing and developing for mobile devices can be overwhelming in the sheer amount of factors to consider. Questions of where get started or how to retool for fast and lovely mobile sites can send one screaming for the supposed safety of Webkit before running and hiding under an iOS rock. But such fear and trembling is unnecessary and we can go forth in confidence with the minimalist's guide on data sipping as a legitimate lifestyle, serving responsive images, how to strip that code, and do I really need all this Javascript?"
Cmidm4 Deliverable II - Concept Design And Media StrategyCMIDM4
This document provides a conceptual design and media strategy for an interactive billboard system called Project sam aimed at commuters waiting for delayed trains. It includes characteristics of the target audience, scenarios of commuter experiences, storyboards, and discussions of brand identity, involved media, and technical issues. The goal is to entertain and inform travelers using interactive billboards, a website, and flyers while they wait for delayed trains due to construction projects.
Trends are the natural changes in behaviours or proceedings. We like to be aware of those indicators for inspiration and guidance. At the beginning of every year we look at UX, UI trends and emerging technologies to get that guidance from.
The Importance of Peripheral Vision and Strategic Partnerships When Building ...383
- The document discusses developing a periphery vision and building strategic partnerships as important plays for brands. It uses examples of Motorola, Hilton, Tesla, and the Uber-Spotify partnership to illustrate these concepts. Developing a periphery vision means looking outside your own experience to understand where customer expectations are being set by other brands. This allows you to innovate instead of just iterating on your own products. Strategic partnerships can help fill capability gaps, improve the customer experience, and allow brands with shared purposes to collaborate. The Uber-Spotify partnership is highlighted as a successful example that benefits both companies and their shared customers.
[En] Mastering digital marketing like a boss - Slides & moreA Mon Boss
As of 2014, one can assume that almost the entirety of the world’s businesses is practising digital marketing in one way or another. However, digital marketing remains a mystery for many in the business world. It is a peculiar mixture of strategic know-how, communication skills, content creation (and co-creation), word-of-mouth marketing, high-tech project management, change management and technological expertise; mastering, and sometimes understanding, this sophisticated subject is still a challenge for many business people.
The aim of this book is to help decision-makers overcome this tremendous challenge posed by an ever-changing Web, which is increasingly global (or should we say “glocal”), ever more social and mobile, as well as closely intertwined with core business activities.
Even though this book mentions social media a lot, and although social has become an integral part of the digital marketing mix, our aim is much broader than that, hence the subtitle.
This document discusses SoLoMo marketing strategies. SoLoMo combines social media, location-based services, and mobile technologies to interact with customers in real-time. A successful SoLoMo campaign focuses on customer needs, is innovative and engaging, and connects people, activities, places and times. The document provides a case study of Dismoiou and Coca-Cola creating a mobile app that geo-locates users to local stores and creates a social community. The campaign increased sales and positive online feedback. SoLoMo works best for brands with many locations and a young tech-savvy customer base.
Key Highlights for the audience:
1. Is Product Owner only responsible for a Good product?
2. Can a Product Owner become a Good Coach?
3. Role of an Agile Coach in co creating & building a Good Product
4. Can Agile Coaches coach Product Owners in a Service organization?
The document summarizes the agenda and speakers for the 2nd International Business Forum Cologne event on October 21-22, 2009. The event will feature keynotes and presentations from industry executives on topics related to the future of digital imaging and growing a business through social media. Attendees can also meet suppliers at a mini trade show, and there is a social dinner event on October 21st. International experts will share their views on marketing new technologies to consumers and leveraging social media.
This document discusses how SoLoMo (Social, Local, Mobile) marketing can be used successfully. SoLoMo leverages social media, geolocation, and smartphones to interact with customers in real time. A case study describes how Dismoiou, a SoLoMo app, partnered with Coca-Cola to create a location-based game promotion. Key factors in a successful SoLoMo campaign include understanding customer needs, being innovative yet simple, and ensuring the right activities reach customers at the right places and times. The document also outlines criteria for measuring SoLoMo success and considers industries like hospitality that could benefit from this approach.
This document discusses key strategies for building mobile into a business and maximizing conversion rates. It recommends starting with understanding consumer mobile behaviors through personas. Mobile should be integrated into the overall business strategy and customer journey. Websites and apps need to be optimized for mobile with a focus on quick discovery, personalization and excellent user experience. Data from mobile can help build long-term loyalty through convenience and personalization. Conversion rate optimization requires constant testing and improvement.
The Future of Agency report explores perspectives from creative strategists in Africa, South America, Europe and the United States. It is a revolutionary treatise on the state of advertising and marketing communications as experienced by experts in media, technology and communications. Cheers*
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VR was a major topic at SXSW 2016, with brands beginning to experiment using it to enhance experiences. Brands offering luxury experiences, like Lufthansa allowing virtual trips, were early adopters. Technology and bioengineering solutions were discussed as ways to address climate change and resource scarcity. Gen Z sees their identity as a personal brand they curate across social media, and they view brands as tools to help shape their personal brands. Dynamic pricing and experiences that adapt in real time to inputs were also discussed as trends, with examples including Uber, Disneyland, and websites that update continuously. Racism in advertising was addressed, with points made that changing who works in the industry and moving portrayals from "homage
1) The document discusses emerging trends in social media in 2011, including the proliferation of smartphones and mobile apps, the fragmentation of the web across different devices, and the potential for location-based marketing.
2) It introduces Sprinklr, a social media management platform that helps large companies learn about, publish to, and engage with diverse social media audiences across channels.
3) Sprinklr provides reporting, analytics, content monitoring and other tools to improve social media productivity and measure engagement.
This document provides information about Lucy Crystal, a freelance copywriter. It outlines her experience creating copy for a wide range of clients and projects across various media. She has extensive experience working directly with clients such as Nikon Europe to create marketing materials. She is adept at writing for both B2B and B2C clients in various industries. The document provides examples of her work and contact information.
Small Business Guide to Mobile Marketingcreativelinks
This document provides an introduction and overview of mobile marketing. It discusses the growth of mobile devices and how this has led to the rise of mobile marketing. The document aims to help local business owners understand mobile marketing and how they can leverage mobile tools to better connect with customers on their mobile devices. It covers topics like mobile marketing trends, why it's important for businesses, mobile-friendly websites, and mobile marketing tools.
The document discusses the importance of corporate websites being transparent windows into companies in the digital age. It notes that digital revolution has changed expectations around traceability, social engagement, and responsibility. Effective corporate sites prove proximity to stakeholders, support company identification, aim for dialogue, and position the company as a leader in good causes. They must clearly display the brand's role and fulfill that role by offering relevant content and services to different target groups like employees, job seekers, investors, and journalists. The corporate site should fuel company image and start institutional conversations with consumers.
This document discusses the increasingly complex stakeholder ecosystem that brands operate within across multiple online and offline channels. It notes that stakeholders can engage with brands through many intended and unintended touchpoints that collectively shape perceptions of the brand. Additionally, the document argues that most businesses still operate through internal silos between functions like marketing, PR, sales, etc. that inhibit a cohesive customer experience and limit understanding customer needs holistically. Breaking down these silos is presented as important for standing out in commoditized markets by providing a unified brand experience across touchpoints.
Buzzoole is an influence engine optimization platform that allows companies to identify influencers in their niche market and generate word-of-mouth promotion in an automated way. The platform allows brands to set up campaigns targeting influencers by location, topic, and keywords. Influencers who choose to join campaigns can publish reviews and feedback about products to increase word-of-mouth for the brand. Brands pay based on the number of publications generated and can monitor campaign results and virality through a dashboard. The goal is to make influence a new alternative payment method and help marketers, agencies, and users optimize their online presence and influence.
Cmidm4 Deliverable II - Concept Design And Media StrategyCMIDM4
This document provides a conceptual design and media strategy for an interactive billboard system called Project sam aimed at commuters waiting for delayed trains. It includes characteristics of the target audience, scenarios of commuter experiences, storyboards, and discussions of brand identity, involved media, and technical issues. The goal is to entertain and inform travelers using interactive billboards, a website, and flyers while they wait for delayed trains due to construction projects.
Trends are the natural changes in behaviours or proceedings. We like to be aware of those indicators for inspiration and guidance. At the beginning of every year we look at UX, UI trends and emerging technologies to get that guidance from.
The Importance of Peripheral Vision and Strategic Partnerships When Building ...383
- The document discusses developing a periphery vision and building strategic partnerships as important plays for brands. It uses examples of Motorola, Hilton, Tesla, and the Uber-Spotify partnership to illustrate these concepts. Developing a periphery vision means looking outside your own experience to understand where customer expectations are being set by other brands. This allows you to innovate instead of just iterating on your own products. Strategic partnerships can help fill capability gaps, improve the customer experience, and allow brands with shared purposes to collaborate. The Uber-Spotify partnership is highlighted as a successful example that benefits both companies and their shared customers.
[En] Mastering digital marketing like a boss - Slides & moreA Mon Boss
As of 2014, one can assume that almost the entirety of the world’s businesses is practising digital marketing in one way or another. However, digital marketing remains a mystery for many in the business world. It is a peculiar mixture of strategic know-how, communication skills, content creation (and co-creation), word-of-mouth marketing, high-tech project management, change management and technological expertise; mastering, and sometimes understanding, this sophisticated subject is still a challenge for many business people.
The aim of this book is to help decision-makers overcome this tremendous challenge posed by an ever-changing Web, which is increasingly global (or should we say “glocal”), ever more social and mobile, as well as closely intertwined with core business activities.
Even though this book mentions social media a lot, and although social has become an integral part of the digital marketing mix, our aim is much broader than that, hence the subtitle.
This document discusses SoLoMo marketing strategies. SoLoMo combines social media, location-based services, and mobile technologies to interact with customers in real-time. A successful SoLoMo campaign focuses on customer needs, is innovative and engaging, and connects people, activities, places and times. The document provides a case study of Dismoiou and Coca-Cola creating a mobile app that geo-locates users to local stores and creates a social community. The campaign increased sales and positive online feedback. SoLoMo works best for brands with many locations and a young tech-savvy customer base.
Key Highlights for the audience:
1. Is Product Owner only responsible for a Good product?
2. Can a Product Owner become a Good Coach?
3. Role of an Agile Coach in co creating & building a Good Product
4. Can Agile Coaches coach Product Owners in a Service organization?
The document summarizes the agenda and speakers for the 2nd International Business Forum Cologne event on October 21-22, 2009. The event will feature keynotes and presentations from industry executives on topics related to the future of digital imaging and growing a business through social media. Attendees can also meet suppliers at a mini trade show, and there is a social dinner event on October 21st. International experts will share their views on marketing new technologies to consumers and leveraging social media.
This document discusses how SoLoMo (Social, Local, Mobile) marketing can be used successfully. SoLoMo leverages social media, geolocation, and smartphones to interact with customers in real time. A case study describes how Dismoiou, a SoLoMo app, partnered with Coca-Cola to create a location-based game promotion. Key factors in a successful SoLoMo campaign include understanding customer needs, being innovative yet simple, and ensuring the right activities reach customers at the right places and times. The document also outlines criteria for measuring SoLoMo success and considers industries like hospitality that could benefit from this approach.
This document discusses key strategies for building mobile into a business and maximizing conversion rates. It recommends starting with understanding consumer mobile behaviors through personas. Mobile should be integrated into the overall business strategy and customer journey. Websites and apps need to be optimized for mobile with a focus on quick discovery, personalization and excellent user experience. Data from mobile can help build long-term loyalty through convenience and personalization. Conversion rate optimization requires constant testing and improvement.
The Future of Agency report explores perspectives from creative strategists in Africa, South America, Europe and the United States. It is a revolutionary treatise on the state of advertising and marketing communications as experienced by experts in media, technology and communications. Cheers*
This document provides a strategic overview of social commerce in Italy in 2010. It defines social commerce as using social media in an e-commerce context. Examples mentioned include buying clubs and social coupon providers. The market for social commerce in Italy in 2010 is estimated at around 5% of the total e-commerce market, or 250 million Euros. Opportunities and threats are discussed for buyers, social e-tailers, and merchants. The future is predicted to involve all e-commerce platforms integrating strong social media features within 5 years.
VR was a major topic at SXSW 2016, with brands beginning to experiment using it to enhance experiences. Brands offering luxury experiences, like Lufthansa allowing virtual trips, were early adopters. Technology and bioengineering solutions were discussed as ways to address climate change and resource scarcity. Gen Z sees their identity as a personal brand they curate across social media, and they view brands as tools to help shape their personal brands. Dynamic pricing and experiences that adapt in real time to inputs were also discussed as trends, with examples including Uber, Disneyland, and websites that update continuously. Racism in advertising was addressed, with points made that changing who works in the industry and moving portrayals from "homage
1) The document discusses emerging trends in social media in 2011, including the proliferation of smartphones and mobile apps, the fragmentation of the web across different devices, and the potential for location-based marketing.
2) It introduces Sprinklr, a social media management platform that helps large companies learn about, publish to, and engage with diverse social media audiences across channels.
3) Sprinklr provides reporting, analytics, content monitoring and other tools to improve social media productivity and measure engagement.
This document provides information about Lucy Crystal, a freelance copywriter. It outlines her experience creating copy for a wide range of clients and projects across various media. She has extensive experience working directly with clients such as Nikon Europe to create marketing materials. She is adept at writing for both B2B and B2C clients in various industries. The document provides examples of her work and contact information.
Small Business Guide to Mobile Marketingcreativelinks
This document provides an introduction and overview of mobile marketing. It discusses the growth of mobile devices and how this has led to the rise of mobile marketing. The document aims to help local business owners understand mobile marketing and how they can leverage mobile tools to better connect with customers on their mobile devices. It covers topics like mobile marketing trends, why it's important for businesses, mobile-friendly websites, and mobile marketing tools.
The document discusses the importance of corporate websites being transparent windows into companies in the digital age. It notes that digital revolution has changed expectations around traceability, social engagement, and responsibility. Effective corporate sites prove proximity to stakeholders, support company identification, aim for dialogue, and position the company as a leader in good causes. They must clearly display the brand's role and fulfill that role by offering relevant content and services to different target groups like employees, job seekers, investors, and journalists. The corporate site should fuel company image and start institutional conversations with consumers.
This document discusses the increasingly complex stakeholder ecosystem that brands operate within across multiple online and offline channels. It notes that stakeholders can engage with brands through many intended and unintended touchpoints that collectively shape perceptions of the brand. Additionally, the document argues that most businesses still operate through internal silos between functions like marketing, PR, sales, etc. that inhibit a cohesive customer experience and limit understanding customer needs holistically. Breaking down these silos is presented as important for standing out in commoditized markets by providing a unified brand experience across touchpoints.
Buzzoole is an influence engine optimization platform that allows companies to identify influencers in their niche market and generate word-of-mouth promotion in an automated way. The platform allows brands to set up campaigns targeting influencers by location, topic, and keywords. Influencers who choose to join campaigns can publish reviews and feedback about products to increase word-of-mouth for the brand. Brands pay based on the number of publications generated and can monitor campaign results and virality through a dashboard. The goal is to make influence a new alternative payment method and help marketers, agencies, and users optimize their online presence and influence.
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5. A sample of work where I have been the Strategic Planner
& Crea,ve Director:
1‐ Lomo Dubai Store Launch PlaOorm
2‐ Kellogg’s Coco Pops PlaOorm
3‐ Johnny Walker Re‐Launch PlaOorm
4‐ EA Sports Wal‐Mart PlaOorm
5‐ P&G HABA Hispanic Market Scale Program PlaOorm
6‐ Wal‐Mart Apparel Store Redesign
7‐ Johnny Walker Abu Dhabi Airport Retail Space Redesign
Complemen,ng Above The Line (ATL) efforts with Shopper
Marke,ng approach:
8‐ California Garden New Business Pitch (From ATL Key
Visual into Retail Space, Social Media, and Interac,ve
Media)
20. Over all, this brief is very inspiring and wri?en by a
person who understands creaNves.
Nevertheless, the insight rooted into the strategy is a
Consumer Insight and not Shopper Insight.*
* A shopper insight should illustrate what type of needs and wants shoppers are fulfilling when they purchase a product or service.
24. Shopper Insight:
They seek to purchase products and services that can
help them express their sense of uniqueness, especially
from brands that allow them to be creaNve.
30. Over the camera’s lifespan, its cheapness has
morphed from a liability to its killer feature. The
unpredictable aberraNons and vignejng of its lens
have become arNsNc and fashionable, not to
menNon egalitarian — even the most inexperienced
photographer can pick up a Lomo camera and get
interesNng results.
While these same features grate on many serious
photographers, the fact remains that it’s fun, dirty
and its cheapness makes it easy for Lomo
communiNes to form and share their shots. In a
market where compeNNon is driven by technological
innovaNon, Lomo found success selling simple plasNc
film cameras that offered uniqueness rather than
features. Now Lomo’s stable includes a variety of
cheap cameras with different quirks and styles.
Lomography has 32 stores worldwide, in addiNon to
over 20 “embassies” which host exhibiNons, workshops
and other events. The company has a robust web‐
presence, which incorporates online sales with a
community of devotees, a blog and an online magazine.
They’ve also tapped into web communiNes on
Facebook, Twi?er and YouTube.
39. France Germany
Lomography Gallery Store Paris‐Marais Lomography Gallery Store Munich
Italy Netherlands
Lomography Gallery Store Milan Lomography Gallery Store Amsterdam
40. United Kingdom USA
Lomography Gallery Store Manchester Lomography Gallery Store Santa Monica
‐ Stores tend to be small to medium size
‐ Product is featured and displayed like in a knick knack store
‐ Poor effort at inspiring (show me a beauNful print), educaNng (show me
what camera, film, and add on I have to use to achieve the same effect),
and closing the sale (show me a complete soluNon at a great price)
‐ One could imagine that Lomo is featured and displayed at Virgin, Gallery
One and Iconic stores in the same manner but in even smaller spaces
42. Shopper
MarkeNng
ObjecNve:
Due to the increasing demand for Lomography in the region,
Lomographische AG has decided to setup and launch a flagship
store that will host an array of camera’s, accessories, film
development and a mini gallery.
Develop a shopper markeNng strategy and big idea plaQorm to
support launch of Lomo Store at a Dubai Mall (TBD) and drive
lomography and photography enthusiasts to the flagship store.
43. Shopper
MarkeNng
Barriers:
Those who stopped using their Those who have no clue The retail channel:
Lomo: about Lomo:
‐ Stores tend to be small to
medium size
‐ “My smart phone can do that ‐ My smart phone can do
easier, faster, and cheaper”
that easier, faster, and ‐ Product is featured and
‐ Never really got into the whole cheaper displayed like in a knick
Lomo movement but enjoyed knack store
the camera for a few rolls ‐ Too many cameras and
add ons to choose from ‐ Poor effort at inspiring
‐ Wished they had more Nme to (show me a beauNful print),
play with their Lomo ‐ It looks complicated educaNng (show me what
camera, film, and add on I
‐ Too many new cameras and ‐ Not sure they would have to use to achieve the
add ons to choose from
achieve the results in the same effect), and closing
‐ Tend to forget their Lomos Lomo pictures that were the sale (show me a
unNl they go to a shop that shown to them complete soluNon at a
carries them or see something great price)
about them online
‐ One could imagine that
‐ Buying film and developing Lomo is featured and
film is not part of their rouNne displayed at Virgin, Gallery
shopping habits
One and Iconic stores in the
same manner but in even
smaller spaces
44. Shopper
MarkeNng
Insight:
The Shopper:
They seek to purchase products and services that can help them express their
sense of uniqueness, especially from brands that allow them to be creaNve.
The Brand:
Lomo sells simple plasNc film cameras that offer uniqueness rather than features,
that have turned into a global arNsNc movement ‐where analog living, real life,
arNstry, community, sharing, helping, and being yourself is leveraged via an
inclusive 360 global markeNng strategy (most strategies are us vs them).
The Retail Channel:
A real place to get lost in! Find a wide range of Lomographic products – from
cameras, accessories, bags, books, t‐shirts, albums and frames, varieNes of film,
and everything in between! SNll, a Lomography Store is more than that: get Nps
and tricks about the disNncNve Lomographic style or meet other people with a
passion for these analogue goodies!
45. Shopper
MarkeNng
Challenge
Statement:
Help Lomo launch their flagship store in Dubai with a plaQorm that
educates, inspires, and converts new users and actual users into
repeat purchasers and brand ambassadors.
48. The World of Lomo Comes Together in Dubai.
It is 2 months before the Dubai Lomo store opening. 5 of the
top Lomo photographers in the world (chosen by size of social
network and photographic work) will travel to Dubai, while
documenNng their travels with all the Lomo equipment they
need at their disposal.
49. The World of Lomo Comes Together in Dubai.
But there is a catch, whenever they travel on land they need to recruit other
Lomographers (via all Lomo social media channels) into helping them with a
ride, some food, and shelter. Lomo will only take care of air travel expenses
when crossing a body of water or needing to hop over territories in turmoil.
50. The World of Lomo Comes Together in Dubai.
So what’s in it for the Lomographer and future Lomographer who gives a
helping hand to another fellow Lomographer? They earn Piggy Points that
can be redeemed for Lomo products at retail or online.
Food = 25 Piggy Points, Shelter = 50 Piggy Points,
Ride = 75 Piggy Points for every 300 Km.
51. The World of Lomo Comes Together in Dubai.
How is this beneficial to Lomo?
Well, as our chosen Lomographers travel
to Dubai from their country of origin, he
or she, will be documenNng everything
that happens to them with their Lomo
equipment (including the Lomographers
that help them). This effort will serve
various purposes:
1‐ Create buzz to recruit help on the trek
to Dubai
2‐ Content about what camera, lens, film,
and add on combinaNon yield this “type”
or that “type” of photo ‐ that will be
shared in all social media and Lomo site
3‐ Increase traffic and interacNon at
Lomo site and all social media sites
4‐ Increase traffic to Lomo store online
(they need to redeem their Piggy Points)
5‐ Energize the Lomo global community
and create expectaNon about their
arrival to Dubai
6‐ Lomographers and new Lomographers
that lend a hand will be able to see
All photographic content (all content for themselves in the content (adding viral
that ma?er) will always inspire (show me a component) as they are an integral part
beauNful print), educate (show me what of the “reality” being captured.
camera, film, and add on I have to use to
achieve the same effect), and sell (show me
a complete soluNon at a great price)
52. The World of Lomo Comes Together in Dubai.
The 5 global Lomographers will arrive in Dubai (thanks to the help
of their fellow Lomographers along the way and especially the ones
from UAE and Dubai, during the last leg) two weeks before the
store opening. There will be a meet and greet between UAE and
global Lomographers. Together they will select the best photos
from each traveler, to be published into 5 books (up to 150 pages
each and up to 100 copies per book). One for each global traveler’s
trek from their country of origin to Dubai.
53. The World of Lomo Comes Together in Dubai.
To drive traffic at the store opening, the To increase awareness locally, an As throughout all content during
5 global Lomographers will personally exhibiNon, party, and photography sale this effort, the Feature and Display
sign and give away books to the first will take place at an art gallery. Lomo at the store will be executed in a
250 people who visit the store. fans and newcomers will be able to buy manner that always inspires (show
a print or the whole shopper soluNon me a beauNful print), educates
(show me what camera, film, and
(camera, film, add ons) to recreate the
add on I have to use to achieve
effect when they use their new Lomo. the same effect), and sells (show
me a complete soluNon at a great
price).
54. The World of Lomo Comes Together in Dubai.
ObjecNves achieved: 4‐ Unique and news worthy event gained good amount of
free media coverage (throughout the event route and in
1‐ Brought the world of Lomo together to open UAE Dubai Dubai)
Lomo store
5‐ Direct impact on retail space Feature and Display
2‐ AcNvaNon plaQorm with a path to purchase that goes strategy
from global to local
6‐ Brought to life the Lomo brand DNA in a manner that
inspires, educates, sells, and converts new and exisNng
3‐ Lowered path to purchase barriers and increased sales
Lomo users into Lomo Ambassadors to the world
(globally and locally)
55. Closing
Statement:
My experience as a CreaNve Director and Shopper MarkeNng Planner keeps me focused
not only in the pursuit of big ideas, but also in helping clients achieve their markeNng and
business objecNves.
My experience has taught me to believe in two principles:
1‐ Shopper markeNng is an “approach” that can leverage the disciplines of ATL, BTL,
promo, PR, mobile, interacNve, social, viral, and experienNal (to name a few)
to win big at the cash register
2‐ Overcoming barriers to purchase from the shelf out gives one a deeper understanding
on how to inspire a consumer to become a shopper
I truly hope this came thru in the planning and the work.
59. ASSIGNMENT
• Create an integrated campaign that ensures kids’ engagement
• Maintain consistent messaging across all touch points
• Be truthful to the brand equity
– Coco the Monkey
– Yellow color and the jungle feel
– Cheeky, cheerful, adventurous & fun
• Deliverables:
– POSM: Gondola
– In store theatre:
• 2x2 stand for sampling & engagement
• Ambient ideas to create excitement
– Out of store activation to further bond with kids
BUDGET $350,000
60. OBJECTIVES
• Drive penetration into the Kellogg’s
chocolate portfolio.
• Build consumer loyalty by creating a stronger bond
between Coco and the kids.
• Program Duration will be 4 weeks.
• In Saudi, Kuwait, and UAE.
61. To complete our mission
We need to dig deep to discover
the barriers and find the insights
63. RETAILER BARRIERS
- Nestle has great leverage with retailers due to their diversified
portfolio (different categories).
- Retailers prefer giving promotional spaces to fast moving
products offering value added deals to their shoppers.
- Motivate shoppers to increase basket size.
64. SHOPPER BARRIERS
- Mom doesn’t see the difference between Coco Pops and
Nesquik, chocolate is chocolate.
- Coco Pops is priced 20% higher, and doesn’t see why she
has to pay extra for it.
65. BRAND BARRIERS
- Low consideration for cereal in the breakfast occasion.
- Overall loyalty to the category is low. The category is trying to
outdo themselves with constant innovation in variants, premiums,
offers, etc…
- Fierce competitive offerings from Nesquik (free product, price
discounts) driving higher noticeability on shelf vs. Kellogg’s.
- Lack of differentiation between Coco Pops and Nesquik (both
packs are yellow with chocolate cereal and milk swirls and have a
brown mascot).
- Coco is priced at 20% higher than Nesquik.
- Nestle is also known for nutrition, fun/new.
- Kellogg’s has limited resources compared to Nestle.
67. RETAILER INSIGHT
- They want to make the shopping experience more entertaining
and engaging.
- They want to have the latest offers.
- They tend to invest in culturally relevant pulse periods:
• Summer/ Fun
• Back to School/ Learning Fun
• Xmas/ Vacation Fun
68. SHOPPER INSIGHT “KID”
- Kids want to be “cool”, so they adopt what’s new and
exciting amongst their circle of friends.
- They always want to be entertained and have fun.
- They expect to have more fun during:
• Summer/ Fun
• Back to School/ Learning Fun
• Xmas/ Vacation Fun
69. SHOPPER INSIGHT “MOM”
- Mom is willing to buy the brands specifically requested by
her kids. If they are happy, she’s happy.
- Chocolate is chocolate, but at least with cereal they get to
have milk.
- She wants to entertain her kids during:
• Summer/ Fun
• Back to School/ Learning Fun
• Xmas/ Vacation Fun
70. UNDERSTANDING OUR
CORE TARGET
Kids Moms
Children from 6-10 (core 8-9) Mom wants to purchase fulfilling food
who currently consume cereal. that makes her kids happy.
Moms who already purchase cereal for their kids as a breakfast option
71. BRAND INSIGHT
- Commitment to bringing fun and playfulness into the kids’
breakfast by engaging their imagination through story telling
and premiums.
72. THE NEEDS
Brand
Create an emotional bond with kids
by positioning Coco as their
cheeky fun friend beyond the
breakfast moment and reassure
Mom that she made the right
decision.
Shopper Retailer
Mom: Needs reassurance that Looking to partner with
she’s making the right decision brands who can add value
despite the premium pricing. and engage with shoppers to
provide them with a pleasant
Kid: wants to adopt what’s new shopping experience.
and exciting
73. THE COMMONALITY
Bring to life the spirit and
mission of Coco, at every
touch point and channel,
literally.
74. THE BIG IDEA
Meet Coco, the kid
in all of us!
Coco loves fun
Coco likes to learn
Coco likes to explore
Coco is always hungry for more
77. PRE CHANNEL “MOM & KID”
1- Mindset Mom: I need to go grocery shopping so I can make sure
the house is stocked with all the food and drinks for the next week.
Mindset Kid: I just saw these magic straws from Coco Pops, I want
them so bad.
2- Mindset Mom: I need to prepare my shopping list so I don’t forget
anything.
3- Mindset Mom: I will drive to XXX, although finding parking is always
a pain.
Mindset Kid: I will ask mom to buy Coco Pops for me, or I will go
with her to make sure she buys it.
Media: (TVC, Out of store comms, Out of store experiential, Website)
78. Post CHANNEL (MOM)
4- Mindset Mom: I’m glad the kids loved Coco Pops and had fun
while drinking their milk. I wonder what else can Coco offer for
the kids.
Mindset Kid: I’m having so much fun with Coco, I’m glad Mom
got it for me.
TOUCH
POINTS to enjoy their cereal
5- Mindset Mom: I should tell my friends about the latest Coco
Pops promotion, so they can get their kids
while having fun
Mindset Kid: I want my friends to have fun with me and Coco,
can’t wait to tell them about the magic straws and the games.
Media: (packaging, website, out of store experiential,
word of mouth)
79.
80.
81.
82.
83.
84.
85. AT CHANNEL “MOM & KID”
1- Mindset Mom: I need to grab a trolley and start ticking off my
shopping list.
2- Mindset Mom: I need to find the cereal. Oh my, could there be
any more choices.
3- Mindset Mom: I know my kids love a chocolaty cereal.
4- Mindset Mom: I usually buy Nesquik, but I don’t mind getting the
kids something new.
Mindset Kid: Wow, those magic straws look really cool.
86. AT CHANNEL “MOM & KID”
5- Mindset Mom: Should I buy Nesquik or try Coco Pops for a
change?
Mindset Kid: I definitely want Coco Pops.
6- Midset Mom: I know the kids will enjoy having their cereal
differently with these magic straws, and for sure it will help
them finish their milk till the last drop.
Media: (In store comms, Sampling stand, Packaging, Promotion,
cross category)
87. Post CHANNEL (MOM)
4- Mindset Mom: I’m glad the kids loved Coco Pops and had fun
while drinking their milk. I wonder what else can Coco offer for
the kids.
Mindset Kid: I’m having so much fun with Coco, I’m glad Mom
got it for me.
TOUCH
POINTS to enjoy their cereal
5- Mindset Mom: I should tell my friends about the latest Coco
Pops promotion, so they can get their kids
while having fun
Mindset Kid: I want my friends to have fun with me and Coco,
can’t wait to tell them about the magic straws and the games.
Media: (packaging, website, out of store experiential,
word of mouth)
96. POST CHANNEL “MOM & KID”
1- Mindset Mom: I made the right decision because I can see
the smile on my kids’ face. They can’t wait to use these
magic straws.
Mindset Kid: I can’t believe my mom got me Coco Pops, this
is so cool. I want to have some now.
2- Mindset Mom: I will place the cereal on top of the fridge or
at the counter, where the kids can see it/ask for it.
3- Mindset Mom: I will feed the kids Coco Pops with some fresh
milk and will give them the magic straws to finish their milk.
97. POST CHANNEL “MOM & KID”
4- Mindset Mom: I’m glad my kids are enjoying their cereal
breakfast and finishing their milk till the last drop.
Mindset Kid: Wow, it’s already changing colors, how cool is
that; Coco is fun. I want to play the games on the website.
5- Mindset Mom: I should tell my friends about this promotion
so they can get their kids to finish off their milk.
Mindset Kid: Oh my, this game is awesome. I’m going to tell
my friends to sign up and play.
Media: (Packaging, Website, Out of store experiential, and
much more)
98. Post CHANNEL (MOM)
4- Mindset Mom: I’m glad the kids loved Coco Pops and had fun
while drinking their milk. I wonder what else can Coco offer for
the kids.
Mindset Kid: I’m having so much fun with Coco, I’m glad Mom
got it for me.
TOUCH
POINTS to enjoy their cereal
5- Mindset Mom: I should tell my friends about the latest Coco
Pops promotion, so they can get their kids
while having fun
Mindset Kid: I want my friends to have fun with me and Coco,
can’t wait to tell them about the magic straws and the games.
Media: (packaging, website, out of store experiential,
word of mouth)
103. Post CHANNEL (MOM)
4- Mindset Mom: I’m glad the kids loved Coco Pops and had fun
while drinking their milk. I wonder what else can Coco offer for
the kids.
Mindset Kid: I’m having so much fun with Coco, I’m glad Mom
got it for me.
WHAT’S
NEXT?kids to enjoy their cereal
5- Mindset Mom: I should tell my friends about the latest Coco
Pops promotion, so they can get their
while having fun
Mindset Kid: I want my friends to have fun with me and Coco,
can’t wait to tell them about the magic straws and the games.
Media: (packaging, website, out of store experiential,
word of mouth)
104. COCO CALENDAR
May 2013 August 2013 November 2013
Magic Straws Back to School Mission Jungle
– Rocket Racer or Sponge Bob
105. Post CHANNEL (MOM)
4- Mindset Mom: I’m glad the kids loved Coco Pops and had fun
while drinking their milk. I wonder what else can Coco offer for
the kids.
Mindset Kid: I’m having so much fun with Coco, I’m glad Mom
got it for me.
NEXTfriends about the latest Coco
5- Mindset Mom: I should tell my
STEPS
Pops promotion, so they can get their kids to enjoy their cereal
while having fun
Mindset Kid: I want my friends to have fun with me and Coco,
can’t wait to tell them about the magic straws and the games.
Media: (packaging, website, out of store experiential,
word of mouth)
108. What needs to happen
Develop, execute and evaluate the Johnnie Walker Flavour is King
campaign in the Domestic On trade and Retail channels in the UAE
Achieve low cost but high impact initiatives
Demonstrate flexible turnaround times, adequate resource allocation, process
efficiency and internal management synchronization.
Adhere to:
Regional legislation and regulations regarding the marketing and
sale of alcohol beverages
The Diageo Marketing Code
The Johnnie Walker campaign toolkits and guidelines
Effective measurement and evaluation of all campaign activity, from both a
commercial and equity building perspective
Budget 400,000 AED
109. Background
While age matters for Chivas….
It doesn’t for Johnnie Walker
111. Because the liquid is made from different malts
and because each malt has a unique flavour and
character; regardless of age.
The secret of great Scotch whisky is in the art of
blending. how the master blender selects the
different malts and mixes them to deliver an
outstanding liquid.
112. The masterful art of blending the malts then
filtered in the essence of our elixir
HENCE...
115. Objectives
1 Because we believe in the art of blending, we need to bring the taste effects
of Johnnie Walker to life, enticing consumers to physically experience the big,
bold flavours in as sensory and visceral way possible.
2 Entice consumers to physically experience the big, bold flavours
of Johnnie Walker Black Label.
3 Drive front of mind awareness for Johnnie Walker Black Label with disruptive
communications.
4 Re-engage the African + Eastern sales force and key customers with
Johnnie Walker Black Label brand.
5 Win battle, for both African + Eastern and Diageo, is to return
Johnnie Walker Black Label to leadership status and No.1 by market share in the region.
6 Deliver incremental sales of 3,000 x 75cl bottles of Johnnie Walker Black Label.
116. To complete our mission
We need to dig deep to discover
the barriers and find the insights
118. Barriers 1.1 Retailer
On trade:
The staff don’t care for the products, they seriously think about the money.
The staff lacks in depth knowledge about the different brands.
They lack theatre in the way they serve. So there is no element of
surprise/ intrigue/ specialness.
They feel threatened to be overshadowed by other brands if they allow frequent and
big activations.
OFF trade:
They are limited to the channels/media they can use due to government regulations.
So they focus on in-store communication and e-newsletters.
The government imposes a 30% tax on all liquor. It’s something the retailer can’t avoid and
has to pass onto shoppers who ends up buying from the duty free or illegal channels.
119. Barriers 1.2 Shopper
On trade:
We are not top of mind on their consideration set.
People usually go out in groups, so they tend to order a bottle of liquor that the majority
enjoys (mainly vodka) = Peer pressure/ influence from the group.
OFF trade:
We are not top of mind on their consideration set.
People prefer buying from the duty free or illegal channels where it is tax free vs. buying
from the shops at a 30% tax that is imposed by the government.
120. Barriers 1.3 Brand
On trade:
UAE is a dark market and hence the brand is not allowed to have any ATL or
online communication.
Online and social media communication should be unbranded, if any.
Less love between the brand and the people due to lack of investment in
brand equity platforms.
The brand is seen to be as “my father’s drink” since the people in this region were
brought up with it.
Consumers can not articulate why Johnnie Walker is special or worth paying more for.
Few brands have successfully activated relevant and engaging platforms in the on-trade
with scale.
122. Insight 1.1 Retailer
On trade:
Is in search for new experiences/ services to offer their clientele and
keep them delighted.
OFF trade:
Looking for offering appealing offers/ value added services/ experiences that can
offset the perception of higher prices driven by the 30% tax.
123. Core Target
Consumer Venues
24 – 44 year old males (Influencers) City Channel delivers 60% of total
Johnnie Walker Black Label sales
Asians and Arab Expats
124. Deep insight = understanding the
mindset and the trip mission
So we can change the behaviour; to
impact the way our target acts &
perceives our product
125. Understanding our core target
Acultured
Bilingual Home/ family – 1 language
Bicultured Work – 50/50
Street – 100%
One language
On culture
Expats tend to maintain their behaviour from their home country; however, they feel
being in the UAE (Dubai specifically) is an upgrade. They try to differentiate themselves
and demonstrate their status in a sophisticated way. They look for new experiences that
reinforce their image and new found success.
They are men who like to drink substantial mature brands as a sign of their masculinity.
126. Insight 1.2 Shopper A
On trade (bottle serves):
Want to impress their friends by the choices they make when sharing their time with
them. This includes intimate circle and others around the table/bar.
127. How they feel, think, and act
1 Walk like westerners, but have their heart in their home country.
2 In a group of 3 to 4 men.
3 Reserve a table.
4 Order a bottle as a symbol of status, yet knowing they are getting more for less.
5 Spend most of the money on attracting women.
6 Compete to win women’s attention.
7 Frequent the same set of bars to build relationships with the manager and staff.
8 Keeps unfinished bottles for future visits.
128. Insight 1.2 Shopper B
On trade (drink serves):
Want to impress their friends by the choices they make when sharing their time with
them. This includes intimate circle and others around the bar.
129. How they feel, think, and act
1 Walk like westerners, but have their heart in their home country.
2 Alone or with a group of friends.
3 Walk in and doesn’t reserve.
4 Order a special drink/cocktail that sets him apart from the crowd.
5 Spend time attracting women and mingling.
130. Insight 1.2 Shopper C
Off trade:
Smart about how they deselect their new found luxuries in life
131. How they feel, think, and act
1 Walk in with a semi clear idea of what they want to buy.
2 Alone or with a friend.
3 Ask for staff help in locating the different liquors; maybe even recommendations.
4 Spend time looking around the shop to see what’s new and what special offers
are available.
132. Insight 1.3 Brand
A deep commitment to innovation & progress; two values that are evident in the whiskies
- from the very beginning.
This passion drives Johnnie Walker to continue breaking new ground; in search for new
flavours and crafting new blends to responded to the changing tastes of consumers.
133. How is great Scotch Whisky made
1 The Ingredients:
Barley, Water, Yeast
2 The Manufacturing steps:
Malting, Grinding, Brewing, Fermentation, Distillation, Aging, Bottling
What makes a great Scotch Whisky
1 The regions and distilleries
2 The craftsmanship
3 The charred oak barrels
4 The layers of flavour and aromas
134. What we can influence
Experience effect
The aroma
The flavour
The liquid
The bottle
The presentation
and serve
The maker and
(Joh
the product n
+ Jo Walker
hnn
ie W and So
alke ns
r)
136. the needs
Needs to reignite the
love between
Johnnie Walker and the
people
?
On Trade: Want their Bars to
be the 1st place people think
of, when they want to have an
original experience of luxury &
sophistication
Wants to feel and be seen
like the One and Only
Off trade: Want their retail
shop to be the 1st place
people think of when they want
to purchase liquor for gifting
and/or in home consumption
137. The commonality
Inspire people to embrace
Johnnie Walker as their
perfect companion for all
occasions and channels
139. Shopper journey
1 Assessing 2 Listing 3 Coordinating
(realizing I/we need something) (Preparing a list of the things I/we need) (How do I/we get the things on the list)
5 sharing
(I/we share our experience with the product
and recommend to others) 1 ARRIVING
(On my/our way to the channel)
4 Assessing (product)
(I/we revaluate the product attributes
and if it did match my/our needs )
2 Search & Discovery
(I/we encounter of the whole
channel)
3 Consuming
(How I/we consume the product)
3 Deselecting
(realizing I/we need something)
4 Evaluating
(I/we compare which product has
2 STOCKING the right attributes: promise,
price, solution)
(How I/we store/ showcase the product)
5 SELECTING
(I/we feel & think have found the
perfect match with my/our needs)
1 Assessing (product) 6 Purchasing
(I/we evaluate the overall purchase (I/we have understood and
experience and the impression it made on me/us) willing to give it a try)
141. 1 Mindset:
“I have worked long and hard this week, so I deserve a sophisticated pleasure and
delight. I need to have drinks with my friends at one of our favorite bars.”
2 Mindset:
“I’m going to message/email/call/facebook my friends to let them know where I will be
and/or ask them to join me for a drink at home and/or join me at the bar.”
3 Mindset:
“I have to take a taxi so I can enjoy my night out and drink as much as I want without
having to worry about driving after the party.”
Media: (None)
1
142. 1 Mindset:
“I’m all set and on the way to hit the bar and start the night.”
2 Mindset:
“I feel like drinking something special and I’m always searching for a bigger delight. I
don’t always settle for what everyone is drinking, it doesn’t delight me enough.”
3 Mindset:
“I’m thinking of a hard liquor. I feel like having Vodka/Gin/Rum/Scotch. If I choose
Scotch, should I choose Johnnie Walker or Chivas.”
2
143. 4 Mindset:
“I know that Chivas is in – a lot of people order it - and that Johnnie Walker is good, but I
don’t know much about Scotch Whisky and which one I should order.”
5 Mindset:
“Should I follow the herd or take a new stance and stand out?”
6 Mindset:
“I believe I will be delighted by Johnnie Walker beyond my wildest dreams. I think I’m
feeling a sophisticated sense of delight.”
Media: (bar entrance, bar comms, bar staff, experience,
presentation & serve)
2
150. Identifying the right mix
Recommend running “MixLab”
MixLab is a tasting session among core consumers intended to:
Identify the winning cocktail (1 or 2 out of 5)
Identify opportunity to alternate cocktails (e.g. seasonal…)
157. 1 Mindset:
“All of this memorable delight has made a great impression on me. I now know more
about Johnnie Walker Scotch Whisky and understand the secret behind this delight.”
2 Mindset:
“I can’t wait to show off my knowledge with my friends, they will appreciate such an ex-
perience and would want to go through it themselves.”
Media: (presentation & Serve, bar staff, giveaway, word of mouth)
3
161. 1 Mindset:
“I have worked long and hard this week, so I deserve a sophisticated pleasure and
delight. I need to party with my friends at one of our favorite bars.”
2 Mindset:
“I’m going to message/email/call/facebook my friends to let them know where I will be
and/or ask them to join me for a drink at home and/or join me at the bar.”
3 Mindset:
“I have to take a taxi so I can enjoy my night out and drink as much as I want without
having to worry about driving after the party.”
Media: (None)
1
162. 1 Mindset:
“I’m all set and on the way to hit the bar and start the night.”
2 Mindset:
“I feel like drinking something special and I’m always searching for a bigger delight. I
don’t always settle for what everyone is drinking, it doesn’t delight me enough.”
3 Mindset:
“I’m thinking of a hard liquor. I feel like having Vodka/Gin/Rum/Scotch. If I choose
Scotch, should I choose Johnnie Walker or Chivas.”
2
163. 4 Mindset:
“I know that Chivas is in – a lot of people order it - and that Johnnie Walker is good, but I
don’t know much about Scotch Whisky and which one I should order.”
5 Mindset:
“Should I follow the herd or take a new stance and stand out?”
6 Mindset:
“I believe I will be delighted by Johnnie Walker beyond my wildest dreams. I think I’m
feeling a sophisticated sense of delight.”
Media: (bar entrance, bar comms,experience, presentation & serve)
2
170. 1 Mindset:
“All of this memorable delight has made a great impression on me. I now know more
about Johnnie Walker Scotch Whisky and understand the secret behind this delight.”
2 Mindset:
“I can’t wait to show off my knowledge with my friends and tell them about my newly
discovered drink, I’m sure they would like to try it.”
Media: (presentation & Serve, bar staff, giveaway, word of mouth)
3
173. Bar staff incentive program:
Create an incentive program that motivates the bar staff to activate the Flavour is King
platform up to standard and recommend Johnnie Walker.
All participating venues will compete to win a AED 20,000 reward.
To monitor the activation, a mystery shopper program will be put in place to score the
venues for the duration of the activation.
The highest scoring venue, wins!
175. 1 Mindset:
“My friends are coming over this weekend and I’m running out of liquor. I should really
buy some liquor today so I can offer them a delight.”
2 Mindset:
“I need to buy beer, but I’d also like to buy a hard liquor for me to enjoy.”
3 Mindset:
“I don’t usually buy from the stores, but it’s ok, it’s not that I always do it. Let me check
where is the nearest store to me. Plus they might have some good offers.”
Media: (email, website generic and promotional banners )
1
178. 1 Mindset:
“I found that there is an A+E store in XXX, I will go there to buy the beer and a treat for
myself.”
2 Mindset:
“I got the beer, but I’m not sure which liquor to buy for me – Scotch/Rum/ Vodka.”
3 Mindset:
“I want to buy me a premium scotch, but not sure if I should go for a Johnnie Walker
or a Chivas.”
2
179. 4 Mindset:
“I know that Chivas is in – a lot are buying it - and that Johnnie Walker is good, but I
don’t know much about scotch whisky and which one I should buy.”
5 Mindset:
“Should I follow the herd or take a new stance?”
6 Mindset:
“I believe I will be delighted by Johnnie Walker beyond my wildest dreams.”
Media: (store entrance, on shelf comms, store staff,
experience, promotion, packaging)
2
193. 1 Mindset:
“All of this memorable delight has made a great impression on me. I wish to learn more
about Johnnie Walker Scotch Whisky and understand the secret behind this delight.”
2 Mindset:
“I need to treat and display my Johnnie Walker bottle in a special way on my bar. I will
treat myself and my friends for a delightful drink.”
3 Mindset:
“I now know it’s best enjoyed in a high ball glass and the drinks are easy to prepare,
maybe I should buy a couple of glasses and some ingredients. I can prepare a drink for
me and my buddies.”
3
194. 4 Mindset:
“I’m falling in love with Johnnie Walker and can finally understand the secret behind this
delightful drink.”
5 Mindset:
“I can’t wait for the weekend to prepare and serve a Johnnie Walker drink for my buddies
and tell them all about it.”
Media: (loyalty program, packaging, product info, promo,
giveaway, word of mouth)
3
205. Brand and People:
Unbranded Social Media activations
Increased frequency of the experiential activations
Increased number of participating venues
Investment in hardware (eg. screens)
Brand and Retailer:
Cutomised POS kits for each venue
Customised incentive program per on trade channel
207. 23 FEB 1 B 15 FEB 28 1 MAR 15 30 1 1
JAN FE MAR MAR APR MAY
Pre Co App Fin Co App De De De
sen ass mnfir col rov al a for nfir rov live
pre ry all live all live
tat ign atio lat al o rtw ma al o sen of col of ry col of ry
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nt f l ll app lat n Q ll q s es era era
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Note:
Subject to confirmation of 3rd party suppliers (ex. Scented coasters, candles, balloons, etc.)
Extra funds required for shipping by air
China is closed throughout of February
208. Channel bActivity Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
Bar collateral
Bottle Presentation
serve and serve
Mini Mentor Post Ramadan
Bar collateral
Drink Cocktail
serve Sampling/ Post Ramadan
promotion
Status Mentor Post Ramadan
venues
Store collateral
Online generic
banner
Retail Online promotional
banner
Promotion
Sales kit
(Bottle and Serve)
Sales Trade leave behind
team Sales kit
(Status venues)
Trade leave behind
209. Channel bActivity Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
Bar collateral
Bottle Presentation
serve and serve
Mini Mentor Post Ramadan
Bar collateral
Drink Cocktail
serve Sampling/ Post Ramadan
promotion
Status Mentor Post Ramadan
venues
Store collateral
Online generic
banner
Retail Online promotional
banner
Promotion
Sales kit
(Bottle and Serve)
Sales Trade leave behind
team Sales kit
(Status venues)
Trade leave behind
211. Our sales objective
Deliver incremental sales of 3,000 bottles (250 cases) =
around 3% sales increase (current 7900 cases)
Our challenge
Measuring effectiveness of the FIK program
Setting metrics leading to ROI
Realities
Limited resources available to us to run a year round program
Focused roll-out approach within a defined encatchment
Further focus across channels
212. Our proposed approach
Identify a control group universe per channel within our defined
encatchment
Deploy a mix of quantitative and qualitative tools to measure results
Quantitative Tools
Bottle Serve + Mixer Serve outlets
Measure traffic – through outlet’s data or by
introducing door sensors
Measure and compare sales pre, during and post activation
Sell in rates to the outlets
Outlet sales
Benchmark sales versus control group outlets
Retail outlets
Measure and compare sales pre, during and post activation
Benchmark sales versus control group outlets
213. Qualitative Tools
Mystery shopping feedback
Design a set of focused conversational open-ended
questions to be asked by the mystery shoppers (as they
track performance for the “staff incentive” program)
with the objective of capturing likelihood of customers to
engage with the Brand during the activation period
234. “COQUETA FACTOR” AT WALMART
INSIGHTS SECTION / RESEARCH & INSIGHTS CASE STUDY
CULTURALLY INTELLIGENT MARKETING SOLUTIONS
235. STRATEGIC CHALLENGES
DRIVE HISPANIC WALMART LACKED CREATE A
HABA SHOPPERS HEALTH & BEAUTY DISRUPTIVE
TO WALMART “SHOPPER EXPERIENCE,
FOR THEIR EXPERIENCE” EXPOSURE &
PURCHASES & CACHE RELEVANCE
Our business challenge was to drive Bi-cultural Latinas prefer department Walmart & P&G realized that
sales of P&G Health & Beauty Aids stores for their beauty product to increase basket size of HABA
amongst bilingual, bicultural Latinas purchases & did not think Walmart (Health & Beauty Aids) products
while establishing Walmart as the offered a rewarding beauty would require shaking shoppers
one-stop shopping destination for shopping experience. Bilingual out of their routine quick trip &
all of her “Save More. Live Better” bicultural Latinas tend to go to stock-up missions by providing
shopping needs. Walmart with a mission shopping an engaging search & discovery
mentality of get in & get out, HABA shopper experience.
without browsing other departments.
236. CULTURAL INTELLIGENCE
RESEARCH
& INSIGHTS
RESEARCH
• Review of proprietary P&G HABA
research and secondary studies
• Qualitative research (designed &
implemented by the agency).
INSIGHTS
• Though straddling two worlds,
bilingual bicultural Latinas take
pride in their beauty & uniquely
Latina feminine flair
• Part of being a Latina woman in
an Anglo world means playing up
their “Latina” (coqueta) flair.
237. CONTENT: THE BIG IDEA
PLAY UP YOUR
“COQUETA”
FACTOR
Create an in-language, in-culture,
scale program with P&G’s four
strongest female HABA brands
(Covergirl, Herbal Essence, Head &
Shoulders, Pantene) through cross
category promotions. Position P&G
HABA brands as the brand solution &
“COQUETA FACTOR” PLATFORM Walmart as a one-stop, “save more,
live better” shopping solution for
health & beauty needs.
This program disrupted shoppers at
different points within the Walmart
store - not only at shelf. It connected
with our bilingual bicultural Latina
shopper prior to their shopping trip.
238. CONTEXT
PRE-SHOP
EXPERIENCE
OUT-OF-STORE
To disrupt the listing & coordinating
of activities before reaching the
store, P&G HABA products created
beauty tips TV capsules, advertorial
in beauty magazines, a microsite
within Walmart.com, & experiential
activities at key Walmart stores
in high density bilingual
bicultural DMA’s.
239. COMMUNICATION STRATEGY
SHOP EXPERIENCE
IN-STORE
We leveraged cross-department
signage to connect cross-category
products (diet sodas, healthy frozen
meals, vitamins, healthy snacks,
apparel, jewelry, accessories,
handbags, and shoes department)
and drive traffic to the HABA
department.
Once in the Health & Beauty aisle,
the shopper encountered a 4-way
and End cap with a beauty
consultant to help her “Play up her
Coqueta factor” with P&G HABA
products.
242. REACH & RESULTS
SOUTHWEST
WALMART WIN
REACH
DENVER
Walmart stores in high density
Hispanic DMA’s in the SW region.
LAS VEGAS
RESULTS
Secured End Cap and 4-way Walmart
LOS ANGLES ALBUQUERQUE Hispanic traffic increased by 10%
SAN DIEGO PHOENIX
during promotion
DALLAS • Sales of P&G HABA products
increased by 5% during promotion
HOUSTON
264. At California Garden, our passion is our ingredients.
Because our products are an opportunity for you to be interesting.
A form of expression.
And a reminder of how special the people who prepare them really are.
That’s why California Garden’s role in life is to help mothers…