The document provides research and case studies on maintaining or increasing advertising during recessions. It finds that brands that expanded advertising when competitors cut back were able to gain significant market share and sales increases. Following recessions, less than 30% of brands that cut advertising were able to regain the market share lost, while over 70% of brands that increased advertising maintained post-recession growth. Case studies show how brands like P&G, Chevrolet, Kellogg's, Miller Beer, Dell, and Nike grew their businesses through counter-cyclical advertising during past recessions.
Making the case for your brand (especially now).kevinkeohane
In this uncertain time of global pandemic due to COVID-19, CMOs and other marketing leaders are being asked to take a hard look at spend. This short guide provides an historical perspective on the value of marketing during and after recessions, as well as suggestions for effectively activating your brand voice.
Now is the time to separate myth from fact on what it takes to survive and thrive in a downturn. We’ll call on recessionary marketing research from the 1920’s to the 1990’s to glean insights on how successful marketers innovated, changed and thrived to emerge stronger and with greater market share than ever.
Recessions occur every 4-6 years and companies have different strategies for dealing with them. Research shows that companies who maintain or increase their advertising during recessions are likely to have stronger future earnings and gain market share, while those who cut back often can't regain what they lost. Case studies show that Kellogg's outperformed Post and Nike outperformed Reebok by increasing their advertising during recessions while their competitors cut back. Hyundai was the only automaker to increase sales in January 2009 by introducing a marketing campaign allowing buyers to return their car if they lost their job. The document provides tips for public relations strategies like press releases and concludes that effective marketing relationships are based on clear terms of engagement and knowing
Can Politics Kill a Brand? Digital Marketing is Drowning with Campy Rhetoric ...Digital Media Arts College
Digital Media Arts College | http://www.dmac.edu/ | It almost seems like a never-ending story with the political rhetoric crossing paths with media campaigns across the board. While humorous and campy political satire has revived shows such as SNL and Alec Baldwin’s career, people like Melissa McCarthy and Kate McKinnon are paving the way for the show’s brand to streamline once again. Even though jumping on the political bandwagon may be boosting the ratings with the 42-year-old show, there are plenty of other brands that beg to differ.
For more information or how to get started at DMAC, visit our website at http://www.dmac.edu/
connect with us on social media at:
https://www.facebook.com/dmacedu
https://twitter.com/dmacedu
https://plus.google.com/+DMACDigitalMediaArtsCollegeBocaRaton/posts
The Guardian faced declining print circulation and revenue as readers moved online. To fund its digital transformation, the marketing campaign "Own the Weekend" focused on increasing sales of the Guardian's most profitable weekend papers. By emphasizing the high-quality journalism and focusing on loyal print readers, the campaign successfully generated over £4.8 million in incremental revenue and 1.2 extra years of print revenue to fund The Guardian's transition to a participatory digital business model.
This document discusses Levi's marketing strategy and planning. It begins with introductions to marketing strategy and Levi's brands. It then discusses Levi's mission to balance profitability, market leadership and customer satisfaction. The document analyzes Levi's market segmentation, strengths, weaknesses and opportunities. It concludes that companies must focus on customer needs, value and satisfaction, analyze competitors, and keep pace with trends to achieve growth.
This book is one of the greatest marketing manuals ever written--the classic that defines the strategies, plans, and campaigns of today's marketing battlefield. Marketing is war. To triumph over the competition, it's not enough to target customers. Marketers must take aim at their competitors - and be prepared to defend their own turf from would-be attackers at all times. This indispensable guide gives smart fighters the best tactics - defensive, offensive, flanking, and guerrilla.
Making the case for your brand (especially now).kevinkeohane
In this uncertain time of global pandemic due to COVID-19, CMOs and other marketing leaders are being asked to take a hard look at spend. This short guide provides an historical perspective on the value of marketing during and after recessions, as well as suggestions for effectively activating your brand voice.
Now is the time to separate myth from fact on what it takes to survive and thrive in a downturn. We’ll call on recessionary marketing research from the 1920’s to the 1990’s to glean insights on how successful marketers innovated, changed and thrived to emerge stronger and with greater market share than ever.
Recessions occur every 4-6 years and companies have different strategies for dealing with them. Research shows that companies who maintain or increase their advertising during recessions are likely to have stronger future earnings and gain market share, while those who cut back often can't regain what they lost. Case studies show that Kellogg's outperformed Post and Nike outperformed Reebok by increasing their advertising during recessions while their competitors cut back. Hyundai was the only automaker to increase sales in January 2009 by introducing a marketing campaign allowing buyers to return their car if they lost their job. The document provides tips for public relations strategies like press releases and concludes that effective marketing relationships are based on clear terms of engagement and knowing
Can Politics Kill a Brand? Digital Marketing is Drowning with Campy Rhetoric ...Digital Media Arts College
Digital Media Arts College | http://www.dmac.edu/ | It almost seems like a never-ending story with the political rhetoric crossing paths with media campaigns across the board. While humorous and campy political satire has revived shows such as SNL and Alec Baldwin’s career, people like Melissa McCarthy and Kate McKinnon are paving the way for the show’s brand to streamline once again. Even though jumping on the political bandwagon may be boosting the ratings with the 42-year-old show, there are plenty of other brands that beg to differ.
For more information or how to get started at DMAC, visit our website at http://www.dmac.edu/
connect with us on social media at:
https://www.facebook.com/dmacedu
https://twitter.com/dmacedu
https://plus.google.com/+DMACDigitalMediaArtsCollegeBocaRaton/posts
The Guardian faced declining print circulation and revenue as readers moved online. To fund its digital transformation, the marketing campaign "Own the Weekend" focused on increasing sales of the Guardian's most profitable weekend papers. By emphasizing the high-quality journalism and focusing on loyal print readers, the campaign successfully generated over £4.8 million in incremental revenue and 1.2 extra years of print revenue to fund The Guardian's transition to a participatory digital business model.
This document discusses Levi's marketing strategy and planning. It begins with introductions to marketing strategy and Levi's brands. It then discusses Levi's mission to balance profitability, market leadership and customer satisfaction. The document analyzes Levi's market segmentation, strengths, weaknesses and opportunities. It concludes that companies must focus on customer needs, value and satisfaction, analyze competitors, and keep pace with trends to achieve growth.
This book is one of the greatest marketing manuals ever written--the classic that defines the strategies, plans, and campaigns of today's marketing battlefield. Marketing is war. To triumph over the competition, it's not enough to target customers. Marketers must take aim at their competitors - and be prepared to defend their own turf from would-be attackers at all times. This indispensable guide gives smart fighters the best tactics - defensive, offensive, flanking, and guerrilla.
Export Now CEO, Frank Lavin and David Roth, CEO of The Store, discuss the competitive analysis, regulatory barriers, intellectual property issues and the strengths of various platforms and channels. Presentation from Retail's Digital Summit 2016.
Coca-Cola announced in 2000 that it would shift from a global marketing approach to a more localized "multi-domestic" strategy. This raised questions about whether marketing globalization may be reaching its limits. While globalization allows for scale benefits, it can also lead to insensitivity to local needs, poor local execution, and damage to brand equity from over-standardization. Coca-Cola felt it had become too big, slow, and insensitive in its global approach. Its shift back emphasizes empowering local teams to be more responsive to local markets through customized advertising, brands, and products.
The document discusses the ineffectiveness of traditional mass marketing techniques. It notes that 78% of Germans feel irritated by advertising and only 24% pay attention to ads. Additionally, 82% of TV advertising generates a negative ROI. The consequences are that major companies like P&G and Deutsche Telekom have reduced their marketing budgets by 25% and 53% respectively. The document argues that the future of advertising involves creating great products with marketing embedded in them, adding value through engaging content, and collaborating through social media and community building.
The document provides guidance on effective marketing practices during economic downturns. It recommends consistently using multiple marketing channels, such as advertising, direct mail, public relations, and personal contact, to build brand awareness over time. Studies show companies that maintained or increased their marketing expenditures during recessions gained market share and experienced higher sales in subsequent years compared to companies that cut back on marketing.
Times are tough, and we may be headed for even more difficult times in this crazy, mixed-up advertising industry. There's a silver lining, however. See how companies that increased marketing and advertising budgets fared during past recessions and economic downturns. A fun, 11-slide deck with retro images.
"The Changing Role of the CMO" Report by Vivaldi Partners GroupVIVALDI
"The Changing Role of the CMO” is a report released by Vivaldi Partners Group, a growth and brand strategy consulting firm that includes a design and experience agency known as Fifth Season.
Vivaldi Partners Group conducted in-depth interviews with CMOs and senior marketing executives across three continents to get their perspectives on the transformation in the field of marketing.
The resulting research uncovered five common areas of change for most CMOs. The report also identifies three particular skill sets would be key to managing these five areas of change.
Find out more information here: http://vivaldipartners.com/
The document discusses winning strategies for Indian companies during an economic recession. It analyzes strategies of McDonald's and Walmart that helped them succeed during the global recession. McDonald's focused on improving food quality and customer experience. Walmart kept prices low on popular items and increased bonuses for employees. Both companies increased sales during the recession by listening to customers and adapting their business models.
Most Valuable Global Brands in 2011 by WPPGenaro Bardy
The document presents the BrandZ Top 100 Most Valuable Global Brands ranking for 2011, listing the top 100 brands by value. Apple became the most valuable brand, increasing 84% in value to $153 billion. Overall, the total brand value of the Top 100 increased 17% to $2.4 trillion, as all sectors grew, demonstrating the resilience of leading brands.
BrandZ Top 50 Most Valuable Latin American Brands 2015 ReportKantar
Millward Brown and WPP released the 4th annual BrandZ Top 50 Most Valuable Latin American Brands report and ranking on Wednesday, September 23. The report identifies the key forces driving brand growth in six markets in the Latin American region (Argentina, Brazil, Chile, Colombia, Mexico and Peru).
If you’re repositioning a brand, or if you’re curious about where to take your brand after you launch it, this tool will help you understand how and when to renew your zag as it moves through the three stages of the “competition cycle.”
Just Bliss Mango drink brand is planning to enter the market in Bangladesh, where the demand for fruity beverages is increasing due to changing consumer preferences and lifestyles. To be successful, the brand needs to position itself as a premium and healthy drink that offers a unique experience to consumers.
The market scenario is favorable, but also highly competitive, with both local and international players vying for a share of the market. However, there is a growing trend towards healthier and natural products, which presents an opportunity for Just Bliss to differentiate itself and capture market share.
The brand positioning will focus on the natural ingredients and superior taste of Just Bliss Mango drink, offering a refreshing and satisfying experience to consumers. The packaging design will also play a crucial role in differentiating the product from the competition and capturing the attention of consumers.
The production of Just Bliss Mango drink will require state-of-the-art machinery and equipment, such as pulpers, pasteurizers, filling machines, and packaging machines, to ensure consistent quality and taste.
The sales forecasting technique will use historical sales data, market research, and trend analysis to estimate the potential sales and growth of the brand. The external factors such as changing consumer preferences, economic conditions, and competitor activity will also be taken into account to provide accurate sales forecasts.
Overall, Just Bliss Mango drink brand has a good opportunity to succeed in the Bangladesh market by offering a unique and satisfying experience to consumers, leveraging the trend towards natural and healthier products, and investing in quality production and packaging.
BrandZ Top 100 Most Valuable Global Brands study 2014 - Millward BrownVikrant Mudaliar
The BrandZ Top 100 Most Valuable Global Brands study, commissioned by WPP and conducted by Millward Brown Optimor, is now in its ninth year. It is the only ranking that uses the views of potential and current buyers of a brand, alongside financial data, to calculate brand value.
The combined value of the Top 100 has nearly doubled since the first ranking was produced in 2006. The Top 100 today are worth $2.9 trillion, an increase of 49% compared with the 2008 valuation, which marked the start of the banking and currency crisis.
The document discusses the concept of a "brand bubble" where business speculation and market valuations of brands far exceed how consumers actually perceive and value brands. The author cites research from their BrandAsset Valuator surveys of over 35,000 brands that shows brand awareness, quality, and trust have significantly declined in recent years despite rising brand values in the market. If this disconnect continues, it could represent over $4 trillion in overstated brand values and assets, potentially bursting another economic bubble larger than the housing or tech bubbles.
The document provides guidance on writing effective business proposals. It recommends using concise language, keeping proposals simple, breaking information into digestible chunks, and focusing on the customer's needs and goals. The document outlines key parts of a proposal, including a cover letter, objectives, and offering multiple options. It also provides tips for different sections, such as emphasizing benefits to the customer and including creative aspects, pricing, commitments, and advantages of each option. The overall goal is to demonstrate how the proposed product or service will help the customer achieve their goals in a clear and compelling manner.
The document provides an interview with Melanie Stack, President & GM EMEA of Yankee Candle Inc. Some of the key points discussed include:
- Stack was attracted to Yankee Candle due to its heritage as a brand she is passionate about, its potential for further growth internationally, and the reputation of its owner Jarden Corporation.
- Her experience with brands like Radox, Barbie, and Weight Watchers provided insights into cultural differences around personal care, eating habits, and perceptions of weight loss globally.
- At Yankee Candle, her main challenge is helping transition it into a truly international organization by developing a deep understanding of cultural nuances in its various markets.
Drive Innomazement - Campaign PlansbookAlix Montes
Drive Innomavement is a campaign developed by Capitol Advertising of the George Washington University for Nissan as a part of the National Student Advertising Competition.
Task: Raise Awareness. Build Lasting Favorability. Increase Market Share.
Target Market: Multicultural Millennials - African American, Chinese American, & Hispanic American Millennials.
Budget: $100 million
(https://www.facebook.com/CapitolAdvertising)
Marketing Through Recession Ama Presentation June 9, 2009 Pdf VersionCharlie Larson
The document is a presentation about marketing strategies during recessions. It discusses lessons learned from past recessions and provides tips for marketing during tough economic times, including focusing on customer retention, targeting the right audiences, and continuing marketing investments despite budget cuts. Case studies and research are presented showing that companies who maintained or increased their marketing during recessions fared better than those who cut marketing budgets.
This document discusses strategies for managing marketing budgets during an economic crisis or recession. It provides background on past recessions, including that they tend to be short and mild, lasting around 10 months on average and resulting in around 3% decrease in GDP. It also notes that some industries are hit harder than others in recessions. The document discusses strategies that past companies have used when facing recessions, noting that those who continued or increased advertising saw higher sales and market share gains after the recession compared to those who cut marketing. It provides examples of companies like Findus that increased market share during recessions through advertising. It also discusses how consumer values and purchasing may shift somewhat towards value and promotions during recessions but overall spending patterns do not radically
The document provides advice for advertising and selling in a tight economy. It suggests that advertising is important to maintain market share during economic downturns when consumer spending decreases. Historical examples show that companies like Ford and Kellogg that continued or increased advertising during recessions emerged stronger when the economy recovered. The document outlines strategies like emphasizing value, managing customer expectations, and focusing on gaining new customers rather than cutting costs.
The document provides guidelines and recommendations for magazine advertising during an economic recession. It discusses how maintaining or increasing advertising spend during a downturn can help brands gain market share from competitors and position themselves strongly for future growth. Research shows that magazines are an effective advertising medium in a recession as they reach loyal, upmarket audiences and ads are trusted and seen as relevant by readers.
The document provides guidelines and information for advertisers during an economic recession. It finds that maintaining advertising spend during a downturn can help brands (1) defend their values and brand-consumer relationship, (2) increase market share by outspending rivals, and (3) position themselves strongly for future growth when the economy recovers. The document also examines how consumer behavior changes during a recession and argues that magazines provide an effective advertising channel as readers actively engage with content and ads.
Advertising During Times Of Economic UncertaintyBG Mahesh
B2B advertising is a must during economic downturn if you want your business to improve.
The research conducted by American Business Media suggests online advertising will see a good increase during this downturn
Export Now CEO, Frank Lavin and David Roth, CEO of The Store, discuss the competitive analysis, regulatory barriers, intellectual property issues and the strengths of various platforms and channels. Presentation from Retail's Digital Summit 2016.
Coca-Cola announced in 2000 that it would shift from a global marketing approach to a more localized "multi-domestic" strategy. This raised questions about whether marketing globalization may be reaching its limits. While globalization allows for scale benefits, it can also lead to insensitivity to local needs, poor local execution, and damage to brand equity from over-standardization. Coca-Cola felt it had become too big, slow, and insensitive in its global approach. Its shift back emphasizes empowering local teams to be more responsive to local markets through customized advertising, brands, and products.
The document discusses the ineffectiveness of traditional mass marketing techniques. It notes that 78% of Germans feel irritated by advertising and only 24% pay attention to ads. Additionally, 82% of TV advertising generates a negative ROI. The consequences are that major companies like P&G and Deutsche Telekom have reduced their marketing budgets by 25% and 53% respectively. The document argues that the future of advertising involves creating great products with marketing embedded in them, adding value through engaging content, and collaborating through social media and community building.
The document provides guidance on effective marketing practices during economic downturns. It recommends consistently using multiple marketing channels, such as advertising, direct mail, public relations, and personal contact, to build brand awareness over time. Studies show companies that maintained or increased their marketing expenditures during recessions gained market share and experienced higher sales in subsequent years compared to companies that cut back on marketing.
Times are tough, and we may be headed for even more difficult times in this crazy, mixed-up advertising industry. There's a silver lining, however. See how companies that increased marketing and advertising budgets fared during past recessions and economic downturns. A fun, 11-slide deck with retro images.
"The Changing Role of the CMO" Report by Vivaldi Partners GroupVIVALDI
"The Changing Role of the CMO” is a report released by Vivaldi Partners Group, a growth and brand strategy consulting firm that includes a design and experience agency known as Fifth Season.
Vivaldi Partners Group conducted in-depth interviews with CMOs and senior marketing executives across three continents to get their perspectives on the transformation in the field of marketing.
The resulting research uncovered five common areas of change for most CMOs. The report also identifies three particular skill sets would be key to managing these five areas of change.
Find out more information here: http://vivaldipartners.com/
The document discusses winning strategies for Indian companies during an economic recession. It analyzes strategies of McDonald's and Walmart that helped them succeed during the global recession. McDonald's focused on improving food quality and customer experience. Walmart kept prices low on popular items and increased bonuses for employees. Both companies increased sales during the recession by listening to customers and adapting their business models.
Most Valuable Global Brands in 2011 by WPPGenaro Bardy
The document presents the BrandZ Top 100 Most Valuable Global Brands ranking for 2011, listing the top 100 brands by value. Apple became the most valuable brand, increasing 84% in value to $153 billion. Overall, the total brand value of the Top 100 increased 17% to $2.4 trillion, as all sectors grew, demonstrating the resilience of leading brands.
BrandZ Top 50 Most Valuable Latin American Brands 2015 ReportKantar
Millward Brown and WPP released the 4th annual BrandZ Top 50 Most Valuable Latin American Brands report and ranking on Wednesday, September 23. The report identifies the key forces driving brand growth in six markets in the Latin American region (Argentina, Brazil, Chile, Colombia, Mexico and Peru).
If you’re repositioning a brand, or if you’re curious about where to take your brand after you launch it, this tool will help you understand how and when to renew your zag as it moves through the three stages of the “competition cycle.”
Just Bliss Mango drink brand is planning to enter the market in Bangladesh, where the demand for fruity beverages is increasing due to changing consumer preferences and lifestyles. To be successful, the brand needs to position itself as a premium and healthy drink that offers a unique experience to consumers.
The market scenario is favorable, but also highly competitive, with both local and international players vying for a share of the market. However, there is a growing trend towards healthier and natural products, which presents an opportunity for Just Bliss to differentiate itself and capture market share.
The brand positioning will focus on the natural ingredients and superior taste of Just Bliss Mango drink, offering a refreshing and satisfying experience to consumers. The packaging design will also play a crucial role in differentiating the product from the competition and capturing the attention of consumers.
The production of Just Bliss Mango drink will require state-of-the-art machinery and equipment, such as pulpers, pasteurizers, filling machines, and packaging machines, to ensure consistent quality and taste.
The sales forecasting technique will use historical sales data, market research, and trend analysis to estimate the potential sales and growth of the brand. The external factors such as changing consumer preferences, economic conditions, and competitor activity will also be taken into account to provide accurate sales forecasts.
Overall, Just Bliss Mango drink brand has a good opportunity to succeed in the Bangladesh market by offering a unique and satisfying experience to consumers, leveraging the trend towards natural and healthier products, and investing in quality production and packaging.
BrandZ Top 100 Most Valuable Global Brands study 2014 - Millward BrownVikrant Mudaliar
The BrandZ Top 100 Most Valuable Global Brands study, commissioned by WPP and conducted by Millward Brown Optimor, is now in its ninth year. It is the only ranking that uses the views of potential and current buyers of a brand, alongside financial data, to calculate brand value.
The combined value of the Top 100 has nearly doubled since the first ranking was produced in 2006. The Top 100 today are worth $2.9 trillion, an increase of 49% compared with the 2008 valuation, which marked the start of the banking and currency crisis.
The document discusses the concept of a "brand bubble" where business speculation and market valuations of brands far exceed how consumers actually perceive and value brands. The author cites research from their BrandAsset Valuator surveys of over 35,000 brands that shows brand awareness, quality, and trust have significantly declined in recent years despite rising brand values in the market. If this disconnect continues, it could represent over $4 trillion in overstated brand values and assets, potentially bursting another economic bubble larger than the housing or tech bubbles.
The document provides guidance on writing effective business proposals. It recommends using concise language, keeping proposals simple, breaking information into digestible chunks, and focusing on the customer's needs and goals. The document outlines key parts of a proposal, including a cover letter, objectives, and offering multiple options. It also provides tips for different sections, such as emphasizing benefits to the customer and including creative aspects, pricing, commitments, and advantages of each option. The overall goal is to demonstrate how the proposed product or service will help the customer achieve their goals in a clear and compelling manner.
The document provides an interview with Melanie Stack, President & GM EMEA of Yankee Candle Inc. Some of the key points discussed include:
- Stack was attracted to Yankee Candle due to its heritage as a brand she is passionate about, its potential for further growth internationally, and the reputation of its owner Jarden Corporation.
- Her experience with brands like Radox, Barbie, and Weight Watchers provided insights into cultural differences around personal care, eating habits, and perceptions of weight loss globally.
- At Yankee Candle, her main challenge is helping transition it into a truly international organization by developing a deep understanding of cultural nuances in its various markets.
Drive Innomazement - Campaign PlansbookAlix Montes
Drive Innomavement is a campaign developed by Capitol Advertising of the George Washington University for Nissan as a part of the National Student Advertising Competition.
Task: Raise Awareness. Build Lasting Favorability. Increase Market Share.
Target Market: Multicultural Millennials - African American, Chinese American, & Hispanic American Millennials.
Budget: $100 million
(https://www.facebook.com/CapitolAdvertising)
Marketing Through Recession Ama Presentation June 9, 2009 Pdf VersionCharlie Larson
The document is a presentation about marketing strategies during recessions. It discusses lessons learned from past recessions and provides tips for marketing during tough economic times, including focusing on customer retention, targeting the right audiences, and continuing marketing investments despite budget cuts. Case studies and research are presented showing that companies who maintained or increased their marketing during recessions fared better than those who cut marketing budgets.
This document discusses strategies for managing marketing budgets during an economic crisis or recession. It provides background on past recessions, including that they tend to be short and mild, lasting around 10 months on average and resulting in around 3% decrease in GDP. It also notes that some industries are hit harder than others in recessions. The document discusses strategies that past companies have used when facing recessions, noting that those who continued or increased advertising saw higher sales and market share gains after the recession compared to those who cut marketing. It provides examples of companies like Findus that increased market share during recessions through advertising. It also discusses how consumer values and purchasing may shift somewhat towards value and promotions during recessions but overall spending patterns do not radically
The document provides advice for advertising and selling in a tight economy. It suggests that advertising is important to maintain market share during economic downturns when consumer spending decreases. Historical examples show that companies like Ford and Kellogg that continued or increased advertising during recessions emerged stronger when the economy recovered. The document outlines strategies like emphasizing value, managing customer expectations, and focusing on gaining new customers rather than cutting costs.
The document provides guidelines and recommendations for magazine advertising during an economic recession. It discusses how maintaining or increasing advertising spend during a downturn can help brands gain market share from competitors and position themselves strongly for future growth. Research shows that magazines are an effective advertising medium in a recession as they reach loyal, upmarket audiences and ads are trusted and seen as relevant by readers.
The document provides guidelines and information for advertisers during an economic recession. It finds that maintaining advertising spend during a downturn can help brands (1) defend their values and brand-consumer relationship, (2) increase market share by outspending rivals, and (3) position themselves strongly for future growth when the economy recovers. The document also examines how consumer behavior changes during a recession and argues that magazines provide an effective advertising channel as readers actively engage with content and ads.
Advertising During Times Of Economic UncertaintyBG Mahesh
B2B advertising is a must during economic downturn if you want your business to improve.
The research conducted by American Business Media suggests online advertising will see a good increase during this downturn
As the world is slowly reopening, we have decided it is time to say goodbye to our weekly newsletters. But not before we put out a last issue, in which we attempt to make a kind of guide that businesses, and marketing professionals could use to be more effective in their marketing communications while navigating the looming recession. Because the aftermath of Covid-19 will probably be a long-term global crisis. And very few people are able to assess, based on the learnings of past recessions, the fundaments of managing a brand successfully through an economic crisis as well as Les Binet, Group Head of Effectiveness at adam&eveDDB and globally acclaimed advertising effectiveness expert. We hope you find his thoughts as useful as we did.
Authentic empathy: how marketers should respond to covid-19magazinemediaBE
This document discusses how marketers should respond to COVID-19. It finds that people expect brands to help if possible, such as by looking after employees or making donations. Advertising that clearly shows how a brand is helping resonates best. Business as usual ads are acceptable if they do not try to exploit the crisis. The document also notes that humor in ads is still appreciated by many. Looking forward, marketers should plan for long term recovery through continued customer connections, brand investment, and new opportunities arising from changes to normal routines.
Into the Mainstream: Influencer Marketing in Societyrun_frictionless
TAKUMI surveyed over 3,500 consumers, marketers, and influencers across the UK, US, and Germany to uncover the latest trends in the sector. The report ‘Into the mainstream: Influencer marketing in society’, uncovered divided opinions on what consumers want to see and what brands are willing to engage with influencers on.
https://runfrictionless.com/b2b-white-paper-service/
1) The document summarizes research on consumer and advertising trends during the COVID-19 crisis. It finds that consumers are increasingly concerned with the economy but are hopeful about summer.
2) It recommends that brands continue advertising if possible, as cutting spending can hurt long term sales. Creative messaging should show empathy but also avoid being overly sentimental.
3) Established brand characters and nostalgic ads set in the past can provide comfort during uncertain times, while aggressive ads should be avoided. The focus is shifting from the pandemic to envisioning a return to normalcy.
The document discusses how recessions can spur innovation in businesses. It notes that recessions force businesses to cut costs and innovate to survive, as markets select the brands that are best adapted. During the last recession, some businesses thrived by increasing advertising when competitors cut back, allowing them to gain market share. The document advocates using recessions as opportunities to expand into new markets or increase market share rather than focusing on fears.
The document discusses advertising strategies for companies during slower economic periods. It recommends that companies continue or increase their advertising when competitors are cutting back, as this allows them to gain market share. Studies have shown that companies who maintained or increased advertising spending during recessions grew their sales much more after the recession than companies who cut spending. The document provides a 3-step strategy of concentrating on proven advertising vehicles, targeting the best prospects, and controlling waste to increase effectiveness and frequency of advertising. It argues that increased advertising frequency can significantly boost brand awareness and positive feelings toward a brand.
The document discusses different perspectives on marketing and media spending during an economic recession. It provides opinions and case studies from various experts and businesses. Some key perspectives presented include increasing advertising and marketing spending during a recession to gain market share when competitors are pulling back, viewing the recession as an opportunity to improve brand positioning at lower costs, and using aggressive PR and communications strategies.
5 Quick Ways to Respond to Facebook & Instagram Trends
Over the past several weeks, people have been spending 44% more time on social media. That means Facebook and Instagram represent a powerful opportunity to reach your audiences where they are present and active.
Join us online to learn:
• How to respond to recent trends on Facebook & Instagram
• How to adjust paid campaigns to reach new audiences.
• How to engage your customers & prospects on social.
The document summarizes key insights from the book "Advertising Works and How Winning Communications Strategies For Business". It discusses how advertising has proven its effectiveness over 25 years by highlighting award-winning campaigns. It provides case studies of campaigns that successfully launched new products, revitalized brands, defied commoditization, added value to brands, oriented organizations, and influenced market sizes. The value of creative ideas, media strategies, and understanding consumers is emphasized.
The document provides an overview of chapter 19 from a Principles of Marketing textbook. It discusses key concepts related to advertising, public relations, and sales promotions including:
1) The steps in designing and executing an advertising campaign such as identifying the target audience, setting objectives, determining budget, conveying the message, evaluating media, creating ads, and assessing impact.
2) The objectives of advertising which are to inform, persuade, or remind the target audience.
3) How advertisers appeal to consumers through emotional or informational appeals tailored to the target audience.
4) The types of media companies use to deliver their messages including mass media to reach broad audiences and niche media to target specific groups.
Product Media Magazine: March - April 2018The BPMA
The promotional merchandise industry in the UK has surpassed £1 billion in annual revenue according to a new industry report. Large distributors with over £500,000 in turnover now account for 75% of total spending, up from just 24% a decade ago. Popular product categories continue to be led by bags, pens, plastic giveaways, mugs and confectionery. The number of industry companies ceasing business declined in 2017, suggesting continued growth for the sector overall.
CMOtalk Webinar | Marketing in uitzonderlijke tijdenEnergize
Hoe je als organisatie en merk omgaat met de effecten van Covid-19.
Communicatie voelt in deze tijden als koorddansen. Alle acties worden nauwlettend gevolgd. Hoe bereid je je zo goed mogelijk voor op het grote onbekende, het nieuwe normaal?
Tijdens de digitale CMOtalk ‘Marketing in uitzonderlijke tijden’ deelden Klaas Weima, Ingrid van Frankenhuyzen (Crisiscommunicatie specialist) en Kasimir Vermeulen (Strategy Director bij Energize) hun ervaringen met 20 CMO's. Dit uitzonderlijke webinar werd afgelopen donderdag 2 april georganiseerd door Energize in samenwerking met partners Adobe en Microsoft.
The document discusses several challenges facing the online advertising industry, including rapid growth of digital platforms, increased use of ad blockers, reduced exposure on social media due to audience behavior changes, rising costs, and the difficulty of reaching target audiences as Google and Facebook dominate. It also covers topics like the history and types of advertising agencies, how advertising has evolved over time, and key concepts in the industry like reach, frequency, selectivity and efficiency.
This document discusses below-the-line marketing strategies, which focus on owned, earned, and shared media rather than paid advertising. It defines below-the-line marketing and lists some of its benefits, including creating goodwill and differentiating the brand. Fourteen specific types of below-the-line marketing are outlined, such as viral marketing, buzz marketing, crowd-sourcing, social media marketing, and content marketing. Each type is briefly described.
How to market to the generations 2007 Duane "DJ" SpragueDuane "DJ" Sprague
Each generation carries their own preferences for media, creative and messaging. This 2007 presentation will help you understand how and where to address each one.
Education is the key to economic and social stability duane dj spragueDuane "DJ" Sprague
This research suggests that effective teachers, and education are the primary contributors to creating individual and societal economic and social stability and health.
Creating integrated online pr campaigns duane dj spragueDuane "DJ" Sprague
This document discusses the evolution of integrated online marketing campaigns from the 1950s to today. It provides examples of Ford's successful social media campaign for the Fiesta car launch in 2011. The campaign engaged bloggers and students as brand ambassadors through social media channels like Facebook, Twitter and YouTube. This resulted in over 11 million social media impressions and engaged new potential customers. The document also provides a sample campaign for Child Abuse Prevention Month that created educational videos and a webinar to promote awareness of the issue.
How To Promote Your Business Using Social Media And PR--Duane SpragueDuane "DJ" Sprague
Duane "DJ" Sprague is an expert in social media, PR, and digital marketing who provides consulting services. He recommends becoming a subject matter expert, writing blogs and columns, using platforms like YouTube, Twitter, Facebook, and SlideShare, and writing books to promote brands. Sprague is an award-winning speaker, writer, and consultant who has worked with many large companies and organizations to help them with their marketing, PR, and business development goals.
The current and future opportunities with digital and online marketing, and a glimpse of how to use it. What consumers want and how to give it to them.
Learn the proven methods of creating brand preference, brand recall and top of mind awareness. Learn how to use TV and radio effectively. Learn what makes a creative AND an effective ad. Learn why rhyme, rhythm and melody are crucial ingredients.
Media Trends in America. Past, Present and Future--Duane "DJ" SpragueDuane "DJ" Sprague
A comprehensive analysis of where the media usage and advertising opportunities have been, where they are today, and where they are going by age group and gender. Covers TV, radio, print and web 2.0. A must for advertisers, marketers, media planners and buyers.
These 36 wrapped cars served as great advertising tools, employee benefit and retention tools, and they cost less than billboards and provided far greater impact and more impressions. we also received over $50,000 in free measured TV media coverage.
This presentation will teach you the core components of effective communications, negotiating skills and sales, and how the brain works to process your message.
This was an award winning presentation from TEC (The Executive Committee) a global organization of CEOs. Duane presented this seminar to CEOs throughout the country, who gave it rave reviews for simple techniques to grow their businesses.
You will learn the principles of customer retention and formula for calculating the lifetime value of a customer.
This presentation will explain what a brand is, and is not, and what a brand image means to the consumer, and why they prefer strong brands with defined meaning. In addition, the concept of integrated marketing at it pertains to building a strong brand is discussed.
The digital marketing industry is changing faster than ever and those who don’t adapt with the times are losing market share. Where should marketers be focusing their efforts? What strategies are the experts seeing get the best results? Get up-to-speed with the latest industry insights, trends and predictions for the future in this panel discussion with some leading digital marketing experts.
In the face of the news of Google beginning to remove cookies from Chrome (30m users at the time of writing), there’s no longer time for marketers to throw their hands up and say “I didn’t know” or “They won’t go through with it”. Reality check - it has already begun - the time to take action is now. The good news is that there are solutions available and ready for adoption… but for many the race to catch up to the modern internet risks being a messy, confusing scramble to get back to "normal"
Come learn how YOU can Animate and Illuminate the World with Generative AI's Explosive Power. Come sit in the driver's seat and learn to harness this great technology.
In today's digital world, customers are just a click away. "Grow Your Business Online: Introduction to Digital Marketing" dives into the exciting world of digital marketing, equipping you with the tools and strategies to reach new audiences, expand your reach, and ultimately grow your business.
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Short video marketing has sweeped the nation and is the fastest way to build an online brand on social media in 2024. In this session you will learn:- What is short video marketing- Which platforms work best for your business- Content strategies that are on brand for your business- How to sell organically without paying for ads.
The session includes a brief history of the evolution of search before diving into the roles technology, content, and links play in developing a powerful SEO strategy in a world of Generative AI and social search. Discover how to optimize for TikTok searches, Google's Gemini, and Search Generative Experience while developing a powerful arsenal of tools and templates to help maximize the effectiveness of your SEO initiatives.
Key Takeaways:
Understand how search engines work
Be able to find out where your users search
Know what is required for each discipline of SEO
Feel confident creating an SEO Plan
Confidently measure SEO performance
In this presentation, Danny Leibrandt explains the impact of AI on SEO and what Google has been doing about it. Learn how to take your SEO game to the next level and win over Google with his new strategy anyone can use. Get actionable steps to rank your name, your business, and your clients on Google - the right way.
Key Takeaways:
1. Real content is king
2. Find ways to show EEAT
3. Repurpose across all platforms
The Strategic Impact of Storytelling in the Age of AI
In the grand tapestry of marketing, where algorithms analyze data and artificial intelligence predicts trends, one essential thread remains constant — the timeless art of storytelling. As we stand on the precipice of a new era driven by AI, join me in unraveling the narrative alchemy that transforms brands from mere entities into captivating tales that resonate across the digital landscape. In this exploration, we will discover how, in the face of advancing technology, the human touch of a well-crafted story becomes not just a marketing tool but the very essence that breathes life into brands and forges lasting connections with our audience.
The digital marketing industry is changing faster than ever and those who don’t adapt with the times are losing market share. Where should marketers be focusing their efforts? What strategies are the experts seeing get the best results? Get up-to-speed with the latest industry insights, trends and predictions for the future in this panel discussion with some leading digital marketing experts.
When most people in the industry talk about online or digital reputation management, what they're really saying is Google search and PPC. And it's usually reactive, left dealing with the aftermath of negative information published somewhere online. That's outdated. It leaves executives, organizations and other high-profile individuals at a high risk of a digital reputation attack that spans channels and tactics. But the tools needed to safeguard against an attack are more cybersecurity-oriented than most marketing and communications professionals can manage. Business leaders Leaders grasp the importance; 83% of executives place reputation in their top five areas of risk, yet only 23% are confident in their ability to address it. To succeed in 2024 and beyond, you need to turn online reputation on its axis and think like an attacker.\
Key Takeaways:
- New framework for examining and safeguarding an online reputation
- Tools and techniques to keep you a step ahead
- Practical examples that demonstrate when to act, how to act and how to recover
It's another new era of digital and marketers are faced with making big bets on their digital strategy. If you are looking at modernizing your tech stack to support your digital evolution, there are a few can't miss (often overlooked) areas that should be part of every conversation. We'll cover setting your vision, avoiding siloes, adding a democratized approach to data strategy, localization, creating critical governance requirements and more. Attendees will walk away with actions they can take into initiatives they are running today and consider for the future.
Build marketing products across the customer journey to grow your business and build a relationship with your customer. For example you can build graders, calculators, quizzes, recommendations, chatbots or AR apps. Things like Hubspot's free marketing grader, Moz's site analyzer, VenturePact's mobile app cost calculator, new york times's dialect quiz, Ikea's AR app, L'Oreal's AR app and Nike's fitness apps. All of these examples are free tools that help drive engagement with your brand, build an audience and generate leads for your core business by adding value to a customer during a micro-moment.
Key Takeaways:
Learn how to use specific GPTs to help you Learn how to build your own marketing tools
Generate marketing ideas for your business How to think through and use AI in marketing
How AI changes the marketing game
The Forgotten Secret Weapon of Digital Marketing: Email
Digital marketing is a rapidly changing, ever evolving industry--Influencers, Threads, X, AI, etc. But one of the most effective digital marketing tools is also one of the oldest: Email. Find out from two Houston-based digital experts how to maximize your results from email.
Key Takeaways:
Email has the best ROI of any digital tactic
It can be used at any stage of the customer journey
It is increasingly important as the cookie-less future gets closer and closer
Videos are more engaging, more memorable, and more popular than any other type of content out there. That’s why it’s estimated that 82% of consumer traffic will come from videos by 2025.
And with videos evolving from landscape to portrait and experts promoting shorter clips, one thing remains constant – our brains LOVE videos.
So is there science behind what makes people absolutely irresistible on camera?
The answer: definitely yes.
In this jam-packed session with Stephanie Garcia, you’ll get your hands on a steal-worthy guide that uncovers the art and science to being irresistible on camera. From body language to words that convert, she’ll show you how to captivate on command so that viewers are excited and ready to take action.
How to Use AI to Write a High-Quality Article that Ranksminatamang0021
In the world of content creation, many AI bloggers have drifted away from their original vision, resulting in low-quality articles that search engines overlook. Don't let that happen to you! Join us to discover how to leverage AI tools effectively to craft high-quality content that not only captures your audience's attention but also ranks well on search engines.
Disclaimer: Some of the prompts mentioned here are the examples of Matt Diggity. Please use it as reference and make your own custom prompts.
6. They maintained or increased their advertising
and promotions while their competitors were
cutting back!
They focused on opportunity, not fear.
They increased consumer awareness,
preference and confidence by maintaining a
presence in the market.
6
8. We’ve had 22 recessions from 1902-2009
Date Duration
Sept. 1902-Aug. 1904 23
May 1907-June 1908 13
Jan. 1910-Jan. 1912 24
Jan. 1913-Dec. 1914 23
Aug. 1918-March 1919 7
Jan. 1920-July 1921 18
May 1923-July 1924 14
Oct. 1926-Nov. 1927 13
Aug. 1929-March 1933 43
May 1937-June 1938 13
Feb. 1945-Oct. 1945 8
Nov. 1948-Oct. 1949 11
July 1953-May 1954 10
Aug. 1957-April 1958 8
April 1960-Feb. 1961 10
Dec. 1969-Nov. 1970 11
Nov. 1973-March 1975 16
Jan. 1980-July 1980 6
July 1981-Nov. 1982 16
July 1990-March 1991 8
March 2001-Nov. 2001 8
Recessions occur
about every 5-6
years, and last on
average 8-16
months.
National Bureau of
Economic Research
8
14. “Firms that are able to increase advertising during
recessions are likely to have stronger future earnings.”
The researchers studied data from five recessionary
periods since 1971, sampling data from more than
3,000 firms listed on the public stock exchange.
April 19, 2009
14
15. Harvard Business Review
“Advertising as an Anti-Recession Tool”
Jan-Feb 1980
“The rationale that a company can afford to
cutback in advertising because everybody else
is cutting back is fallacious. Rather than wait
for business to return to normal, executives
should cash in on the opportunity that rival
companies are creating for them.”
15
16. “The company courageous enough to stay
in the fight when everybody is playing it
safe can bring about a dramatic change in
market position.”
16
17. “Advertising should be regarded not as a
drain on profits but as a contributor to
profits…as a means of achieving
objectives. Ad budgets should be related
to the company’s goals instead of last
year’s sales.”
17
18. McGraw-Hill followed the performance
of 600 industrial companies for 6 years
from 1980 to 1985.
McGraw-Hill Research
Laboratory of Advertising Performance
18
19. “Business-to-business firms that
maintained or increased their advertising
through the 1981-82 recession averaged
sales growth between 16 and 80 percent
during the recession years compared to
those that eliminated or decreased
advertising.”
McGraw-Hill Research
Laboratory of Advertising Performance
19
20. “More importantly, gains made during
the recession were permanent and
expanded during the three years
following the recession.”
McGraw-Hill Research
Laboratory of Advertising Performance
20
21. “By 1985, sales of companies that were
aggressive recession advertisers had risen
256% over those that didn't keep up their
advertising.”
McGraw-Hill Research
Laboratory of Advertising Performance
21
23. Bain & Company analyzed over 700 firms
over a six-year and found that:
“Twice as many companies made the leap
from laggards to leaders during the 1990-91
recession as during surrounding periods of
economic calm.”
This article was written by Bain & Co. and
appeared in the September 2002 issue of
“Harvard Management Update”.
23
24. Of the firms that made major recession period
gains in revenue or profitability, more than
70% sustained those gains through the next
boom cycle.
And less than 30% of those that cut back and
lost ground were able to regain their
positions.
24
25. More than two-thirds of the companies that
made major gains in our study period did so
during a recession.
Such opportunities always exist for strong,
focused companies, but the impact of
exercising them is much higher during a
recession, when many competitors are
either distracted or hibernating.
25
26. More than two-thirds of the companies that
made major gains in our study period did so
during a recession.
The impact of exercising growth strategies is
much greater during a recession, when many
competitors are hibernating.
26
27. Wharton School of Business
“WHEN THE GOING GETS TOUGH, THE TOUGH DON’T SKIMP ON
THEIR AD BUDGETS” Nov. 26, 2008
“Advertising budgets often appear to be a
dispensable luxury in the struggle to survive.
Executives who succumb to that temptation,
however, put the long-term future of their
companies at risk.”
27
28. “If companies cut deeply into advertising and
communications in a down period, the cost to
regain share of voice in the market once the
economy turns around may cost four or five
times as much as the cuts saved.”
28
29. Coopers & Lybrand and Business Science International concluded
the following in their joint 1993 report:
“Businesses that maintain aggressive marketing
programs during a recession, outperform
companies that rely more on cost cutting
measures. A strong marketing program enables a
firm to solidify its customer base, take business
away from less aggressive competitors, and
position itself for future growth during the
recovery.” 29
30. MarketSense Research compared 101
household name brands during the
recessionary period of 1990 to 1991.
Duane “DJ” Sprague, 2019 30
31. In the beer category overall ad spending
was down 1%, while Coors Light and Bud
Light, each spending ahead of the
category, saw sales increases of 15% and
16% respectfully.
Sales up 15% Sales up 16%
1990-91 Recession
31
32. Pizza Hut sales rose 61% and Taco Bell's
increased 40% with strong advertising
support, while McDonald's reduced
advertising and volume was down 28%.
Sales up 61% Sales up 40%Sales down 28%
1990-91 Recession
32
33. “The best strategy for coping with a
recession is balanced ad spending for
long-term consumer motivation, plus
promotion for short-term sales boosts.”
Conclusion:
Duane “DJ” Sprague, 2019 33
34. The available research
indicates that:
It’s the decisions made
and actions taken
during a recession that
make the biggest
difference in the future
growth or decline of a
company.
Summary of research findings and conclusions from: Bain & Co., Coopers & Lybrand,
McGraw-Hill, The American Business Press, Harvard Business Review, Knowledge @
Wharton, Fortune Magazine, American Marketing Association, MarketSense, Strategic
Planning Institute/Cahners Publishing, Center for Research & Development.
“Riding it out” may equate to driving it down.
34
35. Bain & Co., Coopers & Lybrand, McGraw-Hill, The American Business Press, Strategic Planning Institute/Cahners Publishing, Fortune Magazine
25%
75%
25% of companies see an opportunity to expand
market share in a recession . 70% of these
companies will maintain their growth for 5 years
after the recession. The majority in this category
reach a new and sustained high.
75% of companies will cut staff, advertising, customer
service, R&D, product launches, and acquisitions.
Following the recession less than 30% of those will ever
regain the market share and profitability lost during the
recession. The majority in this category reach a new and
sustained low.
Why do less than 30% of those who cut in a recession ever regain their market share in
the following expansion period?
1. If you cut marketing in the recession you lost top of mind awareness, brand
preference and market share to more aggressive competitors who eroded your
customer base.
2. Nearly everyone is in the pool when the market is hot, so ad rates go up and
competitive clutter increases, causing the impact of your ad budget to decrease.
35
36. So why should we advertise in a recession?
Because following the recession period, less
than 30% of those companies that stopped
advertising during the recession will ever regain
the market share and profitability they lost
during the economic slump.
36
37. Chapter III
Case Studies
What can cars, corn flakes, soap,
beer, shoes and laptops teach us
about expanding in a recession?
37
38. Beginning with the Great Depression,
while competitors cut ad budgets, P&G
has increased its ad spending in every
recession.
And in every recession, P&G has gained
market share.
38
39. During the 1920s, Fords were outselling
Chevrolets by 10 to 1. In spite of the
Depression, Chevrolet continued to expand its
advertising budget, and by 1931 Chevrolet
took the lead.
1933 Ad
1927
Models
39
40. Both Kellogg’s and Post were racing neck
and neck to dominate the breakfast cereal
category in the 1920’s.
40
41. From “The History of Kellogg’s”
at Answers.com
When the Great Depression hit Post
Cereal cut their ad budget, while
Kellogg’s increased theirs by one-
million dollars.
41
42. Kellogg’s upward sales curve continued
right through the depression, and
profits improved from around $4.3
million a year in the late 1920s to $5.7
million in the early 1930s.”
42
43. “When the depression ended Kellogg’s
emerged as the dominant, and most
profitable brand, a position they have
maintained to this day.”
Sales, profits
and market
share were up
Sales, profits and
market share were
down
43
44. During the 1975 recession Chevy faced
mounting inventories, so they abandoned the
traditional practice of setting advertising
expenditures as a fixed percentage of sales.
While the industry volume fell by 10 percent,
Chevy increased its ad budget for its fuel
saving economy models and increased
market share by 2 percent.
44
46. Going in to 1970 it was Budweiser #1, Schlitz
#2 and Miller #7 for U.S. market share.
#1 #2 #7 46
47. During each of three recessions in 1970,
‘75 and ‘82 Schlitz cut its advertising
budget.
And during each, Miller increased its ad
budget.
47
48. From 1970 to ‘72 alone, the beer
industry grew by 4 percent.
As a result of increased advertising
during the 1970-’71 recession, Miller's
sales however grew by 31 percent,
outpacing the industry by 27 percent.
48
49. The beer market grew by 4% from 1970-72 alone,
Miller grew by 31% and outpaced the market by 27%
0
5
10
15
20
25
30
35
Industry
Miller
Heavy recession advertising created extreme gains in market share49
50. Coming out of the 1982 recession, Miller
had a solid lock on second place behind
Budweiser – where it still stands today.
And a financially-troubled Schlitz was
acquired by Stroh's.
50
51. • In the 2001 recession, Dell grew unit sales by 11% as
the industry declined 12%
• They purchased an additional manufacturing
company at a recession discount to increase capacity
• They focused on price cuts and promoting the
message of value
• Dell gained more than 6 points in U.S. market share
and captured 90% of the profits in the industry
Results confirmed by a separate study
from the University of California-Irvine
51
52. 2001 computer market down 12%, Dell up 11%
0
20
40
60
80
100
120
2000 2001
Industry
Dell
52
53. In 1990 Nike and Reebok
were virtually tied for first
place in sales.
53
54. “During the 1990-91 recession, Nike
tripled its advertising spending, while
Reebok cut back.”
54
55. “When America emerged from the
recession, Nike's profits were nine times
higher than they were going in – and
Reebok has been eating dust ever since.”
55
56. When it comes to advertising
aggressively in a recession…
56
58. The Golden Rule of Marketing
Nothing replaces stellar
customer service.
As defined by your clients.
58
59. Two Basic Advertising Principles
In Good Times and Bad
1. Create desire for your product,
or find people who already have the desire
2. Find out what people don’t like about doing
business with you, and eliminate those
barriers.
59
60. Remove the Barriers
A barrier can be anything that
makes it difficult to shop, do
business with, contact, service,
return, exchange, or find you.
60
61. Remove the Barriers
• Survey your customers and target audience to
identify all real and perceived hurdles,
inconveniences, difficulties, challenges or
barriers to doing business with you.
• Use secret shoppers and consultants to help
identify barriers.
• Shop your most successful competition and
other related industries to see what barriers
they may or may not have.
61
62. In a Recession Consumers are Seeking
1. Offers that provide reassurance
and confidence
2. Purchases that minimize risk
3. Familiar brands that reduce
uncertainty
4. Purchases that offer extra value
62
63. How to Provide Reassurance and
Confidence, Minimize Risk, and
Reduce Uncertainty
• Quality products
• Great service and support
• Brand recognition
• Guarantee of performance and
satisfaction
• Risk Reversal
63
65. Hyundai is offering economic peace of mind. You
can return your new car if you lose your job
within one year of buying it.
And reliability piece of mind with the industries
first 10 year, 10,000 mile warranty.
Hyundai sales were UP 14% in January ‘09, at a
time when other manufacturers were down as
much as 32%.
65
67. The Kellogg’s Depression Strategy
–Sampling (Risk Reversal)
–Premiums (Extra Value)
–Couponing (Discounts)
–Free Recipe Guide (New uses for
an existing product)
–Brand preference through brand
awareness (TOMA)
68
68. • The Kellogg’s Conversion Funnel:
–Radio and print campaign promoting a free
sample size box of Corn Flakes, and creating
TOMA
–Cents off Coupon inside the sample size for
the purchase of a full size box
–Free recipe guide and measuring cup inside
the full size box
69
69. Free measuring cup and
recipe guide in box of
Corn Flakes. 1929
Kellogg’s was the
first company to put
free value-added
premiums inside the
packaging to
encourage sales.
Children’s
book in box
of Corn
Flakes
70
71. In tough economic
times, A1
repositioned its steak
sauce from steak
sauce to “hamburger
enhancer”.
Includes recipes for how
to use A1 in various
hamburger dishes
72
72. New ways to use
SPAM in this 70’s
recession ad.
73
87. Wal-Mart is focusing on Low Prices
with the new logo and slogan:
“Save money. Live better”
and became one of the few retailers
to post growth in the 2008 holiday
season.
90
88. The Basic Principles of Effective
Marketing
• Focus on sales training and customer
service for higher conversion
• Remove the barriers to the sale
• Offer a hook or incentive
• Provide a guarantee (remove the risk)
• Up-Sell
• Cross-Sell
• Re-Sell
91
89. The Basic Principles of Effective
Marketing
• Dominate a medium
• Concentrate on a consistent message
• Increase share of voice
• Accentuate the positive attributes of
your brand
• Market to your base
• Provide samples
92
90. The Basic Principles of Effective
Marketing
• Innovate and stand out
• Command a premium price if you have
strong brand equity
• Identify new customers
• Expand to new markets
• Make quality improvements
93
91. The Basic Principles of Effective
Marketing
• Enhance relationships
• Stress value rather than low price (high
quality and service for the money)
• Promote made locally or in the USA.
• Ads should instill a sense of control,
value, and positive emotions to the
consumer.
94
92. Thank You!
“When times are good, you should advertise.
When times are bad, you must.”
Entrepreneur Magazine
January, 2009
Duane “DJ” Sprague
https://www.linkedin.com/in/duanesprague/
95