Drambuie had fallen into the trap of being branded ‘old fashioned’. The brand needed to modernise themselves and connect with a slightly younger audience. Their objective? Get 55-year-old sociable hosts to choose Drambuie as their drink of choice for the 5th course, the coffee serve.

Together Agency completely overhauled the brand’s visual collateral and digital presence to inspire a new demographic. Sales and social engagement soared.

Showing up wasn’t enough, they needed to inspire the demographic. So they created a new look and feel to the brand, starting with the tagline: ‘The taste of togetherness’. Setting up a one-day shoot to create a range of visual collateral to use across social medias, an on-pack collar, digital advertisements and the website.

Transforming their Instagram and Facebook pages to create a more collected and consistent approach. With a deeper emphasis on togetherness, they focused on beautiful-looking food pairings, cocktail recipes and the dinner party setting with family and friends enjoying drinks and laughter.

The results were an increase in sales and engagement across socials. See here for more details. Cheers to that!

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Experiential marketing experts N2O helped bring Christmas cheer to Tesco shoppers. At a time when the country was under the severest conditions of lockdown this campaign delivered on two fronts, providing some heart warming entertainment for shoppers as they queued to get into store whilst providing employment opportunity for the cultural industry, which was perhaps the hardest hit sector after frontline workers.

This innovative campaign was based on providing a live Panto experience in short, 3 minute sketches ending with a song (repeated every 20 minutes) and at other times the cast would interact casually with customers. In addition, every 3 hours there was a 30 minute carol and song service.

[vimeo url=”https://vimeo.com/541575711″ width=”500″ height=”300″]

The cast of 775 were professionally sourced, rehearsed and costume fitted. The scripts were specifically written for three old Panto favourites; Aladdin, Cinderella, and Peter Pan. These entertainers performed at 125 stores over two days and brought much needed cheer to well over 1m customers queuing to get into store because of restricted access. This campaign was a winner on so many levels.

Judges’ quote

“N2O’s campaign for Tesco was full of festive spirit. Creating panto magic to put a smile on shoppers’ faces without demanding anything in return, creates goodwill with customers well beyond the pandemic. To also provide work to nearly 800 actors when theatres were closed, showed how a campaign can benefit everyone involved – Oh yes, it did!”

N2O; Nigel Clifton, Head of Creative

Tesco; Will Baker, Head of In-Store Customer Communications

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At the very peak of the Covid pandemic, the DfE needed to find a solution to providing school meals for a growing number of household beneficiaries. The quickest and most flexible solution was to provide eligible families with vouchers that could be downloaded or requested by post and redeemed in nominated retailers.

Speed to market was absolutely key to the success of this much needed benefit support. The DfE turned to Edenred, an existing voucher scheme organisation who through their “Select” platform had a model that could be adapted for the campaign, with its own tool kit and business rules specific to the benefit programme. Within the dedicated portal there was advice and guidelines to ensure the public, schools and retailers could engage with the scheme with minimal fuss.

[youtube url=”https://www.youtube.com/watch?v=uqg0oj1Yzac” width=”500″ height=”300″]

This scheme was delivered in an incredibly short lead time enabling the DfE to mobilise this very high profile programme in record time. The scheme came in for a lot of press and public scrutiny, but the results were quite spectacular, over 128m meals were delivered by the end of summer through £483m government spend and 94% of user satisfaction with the scheme and its processes.

Judges’ quote

“The scale of the activity was amazing, and it must have been a pretty monumental undertaking. To maintain above 90% satisfaction in the process is seriously impressive, particularly for a scheme surrounded by negative publicity.”

Credit: Colin Hodgson, Edenred

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We continue with our showcase of incredible campaigns carried out by members of our community through the Covid pandemic period. These cases were selected by our panel of judges as having used creativity or incredible management skills to support the Covid cause or to overcome the problems created by it.

Our feature this week includes Promotigo; using their data and marketing skills to assist the leisure sector to manage the restricted opening up regulations.

Guest Visit by Promotigo; Helen Millichamp Managing Director

Scan, track and welcome back

[youtube url=”https://www.youtube.com/watch?v=Xqkt5jvLyYQ” width=”500″ height=”300″]

In June 2020 as the Covid pandemic looked to be easing, pubs and restaurants had the opportunity to reopen but only under very specific controls. Businesses already in considerable turmoil faced the challenge of having to register every guest who came back to their venue, making sure they adhered to all the government guidelines, and with the specific outlets having responsibility to ensure it complied with fairly complexed data rules and privacy policies.

Promotigo, a promotional platform used for campaign and data management, evolved their platform to create an end‐to‐end journey for venues and visitors to meet government requirements. Outlets could register themselves and create their own unique QR code identity so guests could safely and efficiently register themselves via their phones. The QR code was easy to use and could be displayed throughout the venue where appropriate. As the system was virtually self managed it allowed staff to focus on reopening their doors without the risk of hefty fines or complex procedures. It was so successful it was later adopted by the government with the launch of their tracking app in October 2020.

Judges’ quote

“This was a simple and easy solution to an increasingly relevant challenge across pubs and restaurants in the UK, and the fact that the government later followed this same method with their tracking app is testament to the efficiency of the product.”

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We continue with our showcase of incredible campaigns carried out by members of our IPM community through the Covid pandemic period. These cases were selected by our panel of judges as having used creativity or incredible management skills to support the Covid cause or to overcome the problems created by it.

Here we feature Work Perk, who demonstrate the power of sampling within a case related focus.

Moments of happiness in the toughest of times

Maddi Graham, General Manager, The Work Perk

Campaign Video Watch

Employee rewards and sampling specialists The Work Perk, know more than most the benefit and effectiveness of product sampling. In this case study they demonstrate real creativity in bringing their operational expertise to the aid of critical workers within the NHS and other frontline organisations.

Faced with difficulties in maintaining normal sampling distribution techniques The Work Perk inspirationally directed all its sampling campaigns towards supporting critical workers. With a staggering total of almost 4 million samples from the likes of Kenco, Cadbury, Cif, Heinz and more, which were specifically targeted to appropriate sectors, The Work Perk showed how existing resources could bring moments of happiness to critical workers both in the UK across the globe, at a time when they needed it most.

Judges’ quote

“The Work Perk were flexible and nimble in adapting their core services to effectively leverage their

pandemic‐driven campaign through a multiplicity of channels, underpinned by a digital hub and

upscale it through the power of big brand support around a worthy cause.”

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In the second of our 6 featured cases from campaigns carried out through the Covid pandemic we have another case that we think showcases our industry’s specialism and creativity in overcoming very difficult circumstance.

All of the 6 case studies were selected by a panel of judges from a much wider pool of impressive work carried out by IPM member organisations and this week we are featuring this submission from Whistl.

Whistl

Campaign Management

Karen Roberts, Account Director and Mark Davies, Managing Director, Whistl (Doordrop Media) Ltd

Becs Phillips. Marketing Manager, RNLI

An impressive doordrop rescue

Many of the RNLI’s conventional forms of fundraising were closed-down due to Covid 19 restrictions, stemming vital funding. In addition, the organisation faced increased cost in ensuring their lifesavers were kept Covid safe during continued operations. Alternative methods of fundraising needed to be found to raise a targeted £880k in donations.

The RNLI turned to Whistl who by using donor data and their refined predictive modelling techniques identified specific areas to target potential donors. Whistl also provided support in the creative to help ensure it had maximum impact on delivery.

The campaign helped raise almost £1 million for RNLI, exceeding previous expectations and ensuring that Covid‐19 hadn’t meant a lost summer of fundraising for this remarkable life‐ saving cause. The ROI on this campaign was outstanding and the very nature of this technique meant that 45% of responding donors were new to the RNLI.

Judges’ quote

Whistl did what all good marketing should – target people where they are most receptive. And during a national lockdown the power of doordrops became even more relevant, helping a well-deserving cause stay front of mind even when they couldn’t be face to face, to exceed RNLI’s fundraising targets

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As festive as we are all rapidly becoming, this is not a topical suggestion for a Christmas cracker joke, moreover a serious question.

When is a Sales promotion not a sales promotion?

Or perhaps we should be asking, when is a marketing campaign simply a well-executed Sales Promotion campaign?

Recently Scottish brewers and famous courters of controversy, BrewDog come over all Willy Wonka, with gold cans set to be hidden in cases of beer. The prize for the lucky winners being to receive the gold can worth £15K, £10k of BrewDog shares & VIP tour of our Brewery.

The delightfully engaging initiative has been hailed as a ‘wonderful example of marketing’ as well as a ‘publicity stunt’ and ‘guerrilla marketing at its best’ but never, as far as the author can locate, has it been described as a ‘classic sales promotion campaign’.

And we would like to know why?

As is common knowledge the IPM helped craft section 8 of the CAP code and therein lies the definition of a Sales Promotion campaign. Without needing to go into exact detail, the BrewDog campaign fits festively into this category, so why do we find the description of the initiative, across all media, failing to credit is as Sales Promotion campaign?

As an industry we need to proactively reclaim our section of the marketing mix and make sure that is being spoken about in the correct context and campaigns are lauded for being great examples of Sales Promotion.

Phraseology understandably changes over time, but the premise of what our members do, does not. COVID has demonstrated how brands have been forced to uncover fresh creativity in their work, and it should not be overlooked that this creativity often finds itself rooted in the most effective part of the marketing mix, the humble Sale Promotion.

The post When Is Sales Promotion Not Sales Promotion? appeared first on IPM Bitesize.

The current climate has undoubtedly forced us all to make changes not only in the way we work but in the manner of the work that we do. From experiences to brand loyalty and engagement, the rule book is, temporarily perhaps, being rewritten.

Recently, Amazon Prime announced they would be hosting a virtual escape room inspired by its supernatural comedy series Truth Seekers. During the 45-minute challenge, players will encounter characters from the show who will ask them to help restore a 6G signal at a museum in Weymouth and recover the artefact causing the disruption.

A terrific example of a brand pivoting to meet the constraints set up it, but is this the way it will always be? The Incentive, Prize & Loyalty Community at the IPM dare to think otherwise, because of a single human characteristic, emotion.

Pre COVID, Deloitte Digital wrote about exploring the value of emotion-driven engagement.

Emotional responses are paramount to almost everything that lies between the beginning and end of a consumer’s relationship with a brand and ‘promotions’ are arguably the most efficient way to develop that engagement. And yet, beyond marketing, very few organizations are adequately thinking about their customers’ feelings, or more importantly, acting upon how and when emotions impact connection and loyalty to a brand.

Tim Greulich and Jennifer Buchanan who wrote the White Paper explained that ‘When consumers describe the kind of relationship they want to have with brands, it sounds a lot like a good old-fashioned friendship.’ And this kind of friendship, The IPL Community argue can most effectively be forged through physical, intelligent engagement, and by intelligent we mean relevant and valuable experiences.

Sophie Chambers, Chair of The IPL Community colours this thinking by explaining ‘We found in the short term that promoters were keen to harness the power of virtual rewards as they helped soften lockdown and kept contact with consumers who were facing a challenging time.  However, as time has passed, the landscape has changed and it feels that for some audiences a “virtual” burn out is occurring and these incentive types aren’t quite as attractive. We are seeing the consumer market seems to be keen to get back on track, where possible, with real activities and aspirational rewards.’

Greulich and Buchanan explain that emotional data is key to building reliable, meaningful, loyal relationships with customers that stand the test of time. And the IPL Community argues that the truest of emotional data is harvested from meaningful and contextually appropriate experiences.

So, whilst we applaud and learn from the way in which brands are pivoting to navigate the current restrictions on engaging consumers, we can also prepare for when the waters are calmer and experiences in real life return to our shores.

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Creative agency Space has developed a campaign for Nature Valley that sees the UK’s #2 cereal bar brand^[1] teaming up with Tripadvisor, the world’s largest travel platform, to encourage Brits to explore some of the UK’s most beautiful nature spots, in a new £1.8 million #visitnature campaign.

The promotion, which will see Nature Valley become the first ever FMCG brand to partner with Tripadvisor in Europe, will run from 14^th September for six weeks.

Nature Valley-curated travel guides and bespoke trips, all designed to boost UK tourism by showcasing the stunning locations our country has to offer, will feature across the Tripadvisor site.

The content will be promoted via a raft of media activity, created by Space, which includes social media (Facebook, Instagram and Pinterest) and digital advertising, directing people to Nature Valley and Tripadvisor bespoke guides, inspiring them to book their next adventure. The campaign is also supported by TV.

The campaign takes its cues from the tourism industry’s advertising language and imagery, and inspires consumers to explore the nature on their doorsteps, supporting the brand’s global mission to encourage everyone to simply ‘get out more’. Nature-inspired scenes and Imagery featured in the campaign creative is sourced from Tripadvisor reviews of the locations, and activities featured in three Nature Valley-themed guides.

#visitnature also includes a competition, running across Facebook and Instagram, that encourages consumers to upload a photograph they have taken while outdoors, enjoying nature, tagging #visitnature and @naturevalley.  The winners will bag an ultimate trip to nature for four people, including Tripadvisor-recommended activities, and will see their images included as part of the campaign.

Helene Henderson, Brand Manager, Nature Valley, said: “With limited travel options in the coming months, we’re encouraging people across the country to fall in love with UK nature and enjoy the exact same escapism that a trip abroad can offer.

“Space has delivered a first-of-its-kind partnership for Nature Valley, and an exciting evolution of our Get Out More campaign which further highlights our tasty range of Nature Valley snack bars as the ideal accompaniment for an outdoor adventure.”

Sean Kelly, Associate Director, Space, said: “The lockdown restrictions in the UK have seen so many people begin to appreciate the joys of discovering the local beauty spots and attractions on their doorstep, and we want to encourage them to do this more. Tripadvisor was the perfect partner to join with Nature Valley’s mission to get everybody out more, providing guides and suggestions based on real reviews and experiences supporting our unique tourism theme.”

The #visitnature initiative is part of a whopping £10 million marketing investment by Nature Valley-owner General Mills, the #1 manufacturer in Better For You Snacks^[2], to support its three leading brands: Nature Valley, Fibre One and LÄRABAR.

The new campaign is expected to reach 5.6million people within Nature Valley’s target audience. Retailers are encouraged to stock up on the brand’s wide range of snack bars to meet increased demand.

^[1] Nielsen last 52 Weeks | Currency: USD | Market: Total Coverage including Discounters

^[2] Nielsen total coverage Latest 4 weeks

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16th April 2020 –  Klarna, the leading global payments provider enabling over 85 million consumers worldwide to pay later in-store and online analyses the psyche of consumers purchasing habits and what retailers can do to stay relevant in a post-Covid-19 world.

In its Fast-track Upturn report, Klarna outlines how retailers must think differently to keep customer acquisition costs, low while increasing Customer Lifetime Value (CLV). The report details how current CLV calculations are outdated and how smart partnerships with trusted third parties are playing an increasingly critical role, allowing retailers to reinvest marketing budgets for maximum value.

Emotional connections

Building an emotional connection with your audience, something that many brands struggle to achieve, is of critical importance to both retaining customers and acquiring new ones. A third of consumers (33%) said that intelligent or humourous advertising would encourage them to visit a brand or retailer’s website or store, with two in five (39%) of those aged 16-34 age saying that smart and funny advertising was the factor most likely to influence them when choosing where to spend. However, traditional digital marketing solutions are increasingly frustrating consumers, with half (49%) saying that they get irritated when brands get personalisation wrong, and 59% stating their dissatisfaction when receiving targeted ads for items they’ve already looked at or purchased.

Word of mouth

Word of mouth has always been vital, but in the age of increased digital marketing spends, Klarna’s research found just how powerful personal recommendations remain. Three in five (60%) say that when they love a brand or retailer, they’ll actively try and convert their friends. The factors that make consumers most likely to recommend a brand include an enjoyable in-store experience (16%), a good user experience across all devices and channels (15%) and a good returns process (14%).

Customers want to be acquired

Customer loyalty is a significant topic outlined in Fast-track Upturn. Klarna found that retailers cannot become complacent with existing customers otherwise they will migrate elsewhere. Two in five consumers (40%) say that they are loyal to a number of ‘loved brands’ they shop with to a certain extent, but only 3% say they wouldn’t shop elsewhere if they saw something they liked. Price remains king, with 58% of consumers saying that price plays a key role in deciding to use a new brand, but flexible payment options are also becoming increasingly important, with 18% of shoppers noting this would be a factor in trying out a new retailer.

In-store experiences

When the world recovers from COVID-19 and retail stores begin to open, the Fast-track Upturn report highlights the role that in-store experiences will continue to have in the future, especially when it comes to customer acquisition. 35% of consumers say that an enjoyable in-store experience would make them more likely to shop with a retailer, and 30% say that it would make them more likely to purchase more from them. Over a third also noted they would be more likely to shop with a brand or retailer that is associated with fun experiences. The importance of physical experiences is not lost on younger generations either, with one fifth of those in the Gen-Z audience noting they had their first interaction with a brand through a pop-up shop or physical experience. This age demographic were also the most likely to value additional in-store services such as Wi-Fi, food and drink and charging stations.

Laurel Wolfe, VP of Marketing at Klarna commented: “In today’s world, marketers across the globe are being challenged to think differently about how they approach customer acquisition and retention – especially in light of the current situation. Our report highlights the importance of selecting well-connected partners. An example is Klarna, who can fast-track acquisition with access to over seven million loyal customers in the UK to boost awareness and brand-love. By being strategic with their partnerships, retailers will see cost efficiencies, increased sales and the flexibility to redirect budget to areas where it could be better spent.”

Andrew Busby, Founder and CEO of Retail Reflections commented: “Across the retail spectrum there was no doubt that 2020 would be a crucial year, even before the impact of COVID-19. Outdated CLV models based on previous consumer behavioural insights will be unable to provide an accurate depiction of customer value, so marketers need to take a step back and look at an engagement-first approach. Retailers are increasingly recognising the importance of partnerships in order to adopt smarter ways to convert customers. In a constantly evolving market, It will be those who engage with the right partners and adapt to new changes who reap the customer rewards.”

For more information, please contact, Klarna@mhpc.com

About Klarna

We make shopping smooth. With Klarna consumers can buy now and pay later, so they can get what they need today. Klarna’s offering to consumers and retailers include payments, social shopping, and personal finances. Klarna has enabled over 85 million consumers to pay with ease and convenience. Over 200,000 merchants, including H&M, IKEA, Expedia Group, Samsung, ASOS, Peloton, Abercrombie & Fitch, Nike and AliExpress have enabled Klarna’s innovative shopping experience online and in-store. Klarna is the most highly valued fintech in Europe with a valuation of $5.5bn and one of the largest private fin-techs globally. Klarna was founded in 2005, has over 3,000 employees and is active in 17 countries. For more information, visit klarna.com

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