We share the case of Havanna - a relevant company in Argentina, valuable and respected in a region that leads one of those few (and at this point we would say strange) categories that have no multi-national competence, and is therefore responsible for undertaking the strenuous task of leading the market. It is the case of a company, that facing new consumer trends and a transformation in the competitive scenario, has stepped out of its comfort zone to re-think. Our intention in this paper is to highlight the advantages of re-purposing for a small business, because we think that by making weakness a virtue, what we learn from the process can be extrapolated.
A brand in crisis. A cut-throat category. No money to spend. How do you rebuild a brand after it has made headlines for all the wrong reasons? Oi used emotion and smart research to wipe out marketing waste and begin the climb back to happiness.
Suze is a traditional French aperitif, born in 1889. The iconic logo and the yellow brand colours are well known from posters, brasserie carafes and wall murals in French towns. But the brand itself had become quite dated. Suze was increasingly only seen as the 'drink my grandmother drunk'. Not an exciting proposition for young drinkers. But the brand owners at Pernod Ricard saw a potential to revive this brand with its long history. After the success story of Lillet (at its outset another centenarian sleeping beauty), there was a vision to reawaken the Suze phoenix. But how? And above all for whom? With this very open scope for the project, we soon realised that we would have to look at a possible future strategy from a number of different perspectives. From the brand and the future audience perspective. And from the point of view of the current market and its projected future.
Suze is a traditional French aperitif, born in 1889. The iconic logo and the yellow brand colors are well known from posters, brasserie carafes, and wall murals in French towns. But the brand itself had become quite dated. We applied semiotics to understand the DNA of the brand and its cultural connotations, resonance. This allowed us to be free from any influence of (current) consumer perceptions. This x-ray of the brand's DNA revealed strands of potential future positioning stories - from a natural ingredient story right through to gender-fluidity: astonishing for a brand that is over 100 years old.
Suze is a traditional French aperitif, born in 1889. The iconic logo and the yellow brand colors are well known from posters, brasserie carafes, and wall murals in French towns. But the brand itself had become quite dated. We applied semiotics to understand the DNA of the brand and its cultural connotations, resonance. This allowed us to be free from any influence of (current) consumer perceptions. This x-ray of the brand's DNA revealed strands of potential future positioning stories - from a natural ingredient story right through to gender-fluidity: astonishing for a brand that is over 100 years old.
The Talent Contest: ESOMAR Research Effectiveness Award Finalist.
This paper is about an innovative application of NUDGE, designed to minimise the disruption caused to consumers and thereby significantly improve chances of brand relaunch success. As a core concept, NUDGE is about creating a context of choice for people, designed in such a way as to encourage them to adopt a desired behaviour.
In a world where the majority of brand re-launches are not successful, we look at a novel application of NUDGE, a Behavioral Sciences approach that can dramatically improve chances of relaunch success. We implemented small ideas in-market to help consumers migrate to the new brand. Initial business results (Dec 2017) have been very positive.
Fidorka is famous Czech heritage brand. When Kraft Foods bought LU biscuits company owning this brand, it had to deal with long term decreasing sales. Additionally, the brands latest positioning was cannibalizing KF making it less relevant after the merge of both companies. Our challenge was to define a new TG and positioning, which would minimize cannibalization in a combined chocolate/biscuit company and re-start growth. We believed that Fidorka new positioning must engage both internally and externally. It was one of our first projects where we decided to combine traditional research methods (e.g. TG identification, brand audit, positioning research) with collaboration and co-creation.
A new methodological approach- Online Anthropology- was applied to surface fresh understanding of customer behaviour in the cellular category. The approach revealed a key insight that enabled Sprint to turn a loss of 565,000 customers a quarter into a gain of 1,100,00 customers a quarter.
This paper is a case study involving a client with a successfully performing brand of fabric conditioner who has acquired another brand in the Australian market. The business strategy was to relaunch both brands with revised fragrance ranges that clearly define the essence of each brand and thus differentiate the two. The brand, fragrance descriptor and fragrance evaluation results were integrated to produce the optimum and most brand suitable fragrance range for each brand of Fabric Conditioner. In addition, the overall reach (in terms of appeal) of candidate sets of fragrance descriptors both within each brand were determined.