News en Amazon launches luxury store, but will luxury brands buy it? <p><strong>As Amazon moves into luxury retail, Wavemaker’s Mudit Jaju questions just whether this will be one step too far or another successful strategic shift by the online giant.</strong></p> <p>In a move that perhaps surprised nobody, <a href="" rel="nofollow">Amazon recently announced its first major foray into luxury</a> with an invite-only store for Oscar de la Renta. And despite?luxury having so far been the e-commerce giant’s?white whale, Tmall’s?Luxury Pavilion?is?proof that a marketplace can ’get’?luxury – and only a fool would count out?Amazon as?a force?to be reckoned?with.?</p> <p>If there is one thing it has nailed?it is efficiency. A ruthless algorithm, predictive inventory ordering, self-serve media offerings, dynamic pricing have all enabled it to operate a tech-heavy and human-light model of retail. This works brilliantly for categories with millions of SKUs and billions of transactions and which are ably supported by Amazon’s deep insight into the consumer and what motivates. But could its big assets become vulnerabilities in luxury?</p> <p>One of Amazon’s crown jewels is its algorithm, which recommends products from its vast assortment that it thinks consumers wants when someone searches for “coffee maker”. That is because there isn’t a line of coffee maker launched four times a year, that could look completely different to the previous set, and generally the ones that work tend to continue to be the hero product.</p> <p>With luxury, products bifurcate quickly – into icons like the Tiffany T bracelet or those that are part of a constant refresh cycle. The Balenciaga consumer doesn’t really care about what products sold best last season, and that data doesn’t give Amazon any particular advantage to forecast what will sell this year, especially when you move to categories where the total stock may be less than a hundred units.</p> <p>While entry level luxury could likely do quite well with Amazon in an aspirational consumer (and prestige beauty has done just that)?this may not necessarily translate to windfalls down the road for harder luxury, because the notion of customer lifetime value is very different between brands and quite different from the way Amazon looks at it – there isn’t an average luxury brand or average luxury buyer. For example, while Prada Sport is the entry level brand for Prada and the same consumer could easily buy both brands which sets up a clear trade-up opportunity, there is such a?vast difference between Valentino, Valentino Red and Valentino Garavani that they end up being three different consumers. These esoteric examples are what define luxury,?and are a nightmare for an algorithm.</p> <p>It is also why the luxury brands that do well are the ones that understand their consumers best – and that is where ownership of the data comes into play. While Amazon does share back some data to vendors, it is not nearly as rich as what the most basic DTC platform would allow a brand to do. It is by poring over site search data that luxury brands create new merchandizing experiences or combine products together in new ways. The biggest body blow to Amazon here might be any reluctance in sharing data.</p> <p>For many luxury categories, purchases are on an annual or less frequent cycle, which requires the creation of very sophisticated and complex consumer profiles. It is also why luxury is one of the categories in which email market still works spectacularly well and whole businesses are built around clienteling. Amazon will need to figure out how it allows brands to recreate this, given its approach to vendor management is one of minimal human intervention.</p> <p>The other asset Amazon has that?turns into a liability here is the 3P marketplace. Amazon has espoused repeatedly the importance of the third-party sellers and?this is a total nightmare for a luxury buyer, where even the whiff of it not being the genuine product is a deal breaker. This is part of the reason why Nike – a decidedly mass market brand –?pulled out of Amazon.</p> <p>If Amazon was?to pursue a more white glove service for luxury purchases, especially around fulfilment, that?would take out of the running the vast majority of its brilliant fulfilment capability. Unboxing is such a key part of the purchase experience, especially with gifting, and even the slightest scratch on the box would be a problem. This is before we get to the damage rates, which at Amazon are generally quite low but a 3% damage rate is a significant problem when you are shipping literal gold.</p> <p>The comparison with Tmall Luxury Pavilion is an obvious one, but it ignores the fact that few players have the logistical heft of Alibaba in China?as well as?Alibaba’s dominance in payment systems. While Amazon Pay is gaining traction, it still isn’t Visa. There is also the issue of dynamic pricing, which if deployed would wreak havoc on the traditionally vertically integrated nature of most luxury brands. It would be odd for Celine to be undersold by Amazon than on or its own boutiques. If Amazon avoids it, it takes another key asset – dynamic pricing – out of the running.</p> <p>That said, discounting a $2tn player that has reams of data and a reputation for upending categories would not be wise. Amazon absolutely could change luxury retailing. It’s just not immediately clear how that would be or, more importantly, whether the luxury consumer would want it to.</p> <p>Luxury products are the ultimate in irrational decision making. Nobody needs a Rolex Submariner and yet many crave it because luxury purchases are about the experience and the frisson of indulging in what is largely a pleasurable experience. The way that Amazon would crack this is by identifying what consumers find dissatisfying about the current luxury purchase experience. I’m not certain that listing the Oscar de la Renta collection on an Amazon subdomain is quite the solution.</p> <p><strong>Mudit?Jaju is the?global head of e-commerce at?Wavemaker.</strong></p> Tue, 22 Sep 20 07:30:00 +0100 Mudit Jaju Mediacom Canada chief exec Kevin Johnson on OOH innovation <p><strong>The out-of-home sector has undoubtedly been rocked by the Covid-19 pandemic. But there is still much about the medium to get excited by.? Kevin Johnson, chief executive of Mediacom Canada and chair of <a href="" rel="nofollow">The Drum Out of Home Awards</a>?supported by Alight Media, discusses his hopes for the sector.</strong></p> <p><strong>The Drum:</strong>?What has the experience of lockdown been for you and the team at Mediacom?</p> <p><strong>Kevin Johnson: </strong>Overall, our team is faring well, in spite of some of the challenges that we are all facing. You know, as we went through the first stage and the first few weeks of this pandemic, we tried to gain our feet into this new world, and learn how tools and technology would be able to help us.</p> <p>While I had some real reservations about the consistency and the support that tools and tech would give us, six months later, I’m really pleased by how it’s been able to help us and the amount of stress that it’s taken off our people and our talent.</p> <p>Overall, during this crazy time, we’ve been able to find our footing again. We’ve been able to be working and still doing as much as we can to create some of that bond that we are lacking based on the fact that we are no longer within each other's touch and within close proximity. We’re really trying to work through that. So, I’m really proud of the team and what we've been able to do during this time. And our focus right now as the leadership, is just trying to make sure that we keep that balance of work and life. We want to make sure that we're there for them.</p> <p><strong>TD:</strong> Is it difficult being a chief executive right now?</p> <p><strong>KJ:</strong> Being a chief executive at this time, it is a great learning experience – to be able to be in this position and learn through something that we've never faced before. It’s something that I can take on for the rest of my life, quite frankly. And I have three young children at home so we’re trying to maneuver through the interesting scenarios that that brings as well. So it’s been good. It’s been challenging, but I’m confident we all can get through it.</p> <p><strong>TD:</strong> Concentrating on the OOH sector, how has that been impacted for the last six months?</p> <p><strong>KR:</strong> As a community, we are far more indoors. Regardless of what region you’re within, OOH has suffered in terms of the traffic, the overall traffic decreasing significantly. But I think we can be optimistic in terms of it coming back because we’ve already seen here in Canada. Those numbers are beginning to rise again. The last few estimates that I’ve seen from various sources have us at 60% to 70% to pre Covid-19 traffic and presence across the board across the country. There’s a level of optimism there the more we open up. The more we begin to go outdoors and experience some of those places, sites and events, I’m really confident that we'll be able to see, alongside some of the outdoor numbers and traffic beginning to go back.?The outdoor industry and the activity that we see in it will begin to increase again.</p> <p><strong>TD:</strong> What about client confidence? Are you seeing that comeback at all?</p> <p><strong>KR:</strong> We're already seeing clients come back into this media. Outdoor is really important to the overall mix. We’ve seen some great creative over the time. We know how important it is in terms of how we consume it within the overall journey. And I think that client confidence outdoor is coming back into the market. We are seeing it here at Mediacom and I’m confident that will continue and we’ll see growth back into that market.</p> <p><strong>TD:</strong> And in your own opinion, what would you see makes outdoor special?</p> <p><strong>KR:</strong> Well, for Canada, where summers are so important to us and thinking about the average life of a Canadian and what that looks like, you know, I think if I if memory still serves me correctly, we are still one of the regions with the most amount of festivals per capita, so you can make reference to as you think about Canada, those events, those cultural events, the need to get out the great restaurants, all of these things require people to get up and get out. With that, you would expect to see a very vibrant outdoor market and partners that are working within that area. And over the years we’ve been able to create some great pieces of creative that match the very robust market that we have here. It’s an interesting market and for those who are concerned or worried, I would only put limited time and effort into that concern. I think it will be OK, once we start getting out again.</p> <p><strong>TD:</strong> You mentioned how technology has helped the team overcome a lot of the difficulties. How you see technology helping innovation and taking the sector forward?</p> <p><strong>KR:</strong> That’s going to happen regardless of whether we want it or not. You’re already seeing changes. It’s amazing how technology is fueling outdoor. The innovation and the recognition of individuals and how they’re interacting with boards, that’s so important as we begin to use the medium and take a look at the various changes that are happening.</p> <p><strong>TD: </strong>But with that innovation, it becomes a more complex area for marketers to wrap their heads around. How do you try and help marketers to fully utilize the medium?</p> <p><strong>KR:</strong>?I’m very pragmatic. Gor me, it is still about, first and foremost: how am I consuming it as an individual? Not me as an executive or someone within this industry, or a partner, a media planner – which I am at heart – but really how are you and I digesting what we’re seeing?</p> <p>We know that the locations and their sites are vast and there's lots of coverage across the country. We know that there are various boards in sizes and shapes, we know that digital continues to have more and more presence so that we can change messaging more frequently. But the most important thing at the end of the day is how you and I are digesting this medium when we're outside.</p> <p><strong>TD:</strong> Outdoor has matured and evolved greatly in the last decade – are there any brands or campaigns that you think are really using it fully?</p> <p><strong>KR:</strong> There are many. One of our partners that we won awards for <a href="" rel="nofollow">was Just for Men and Best Beard Care Ever</a> who have been really great partners of ours. And when we think about some of the technology that we were able to use in this campaign, we were able to have men walk across and be recognized from the digital board itself, and begin to monitor and take a look at the various beards and facial hair that they had and share how the brand could help.</p> <p>For many years where we just had a static board that you digested with your eyes. That has moved on to being able to be recognized by technology with AI, and then you begin to communicate with it and have a dialogue with a particular board. That’s really interesting. Some would say scary, but I would say interesting, because I think technology can be used for good.</p> <p><strong>TD:</strong> You have agreed to be the chair of this year’s <a href="" rel="nofollow">The Drum Out of Home Awards</a> - what are you looking forward to seeing from the entries this year?</p> <p><strong>KR:</strong> I’m a lover of the challenger brand so I always have heart for those brands that you don’t expect to be there and kind of surprise and delight you – you wonder where they came from out of nowhere versus some of the Goliaths. I’m always looking for those. And another thing I am always interested in, is some of the insights that come out and are at the very heart of the brands or the campaigns that were developed – what are those human truths? What are those things that are going to make us say, ‘oh’, or those things that really allow us to think and surprise us? I’ve always been a lover of a great insight and I’m really looking forward to hopefully seeing great stuff in the next few weeks and months.</p> <p><strong>The full interview with Kevin Johnson can be viewed in the video above.?</strong></p> <p><strong>Details on entering The Drum Out of Home Awards supported by Alight Media can be found <a href="" rel="nofollow">on the dedicated website.?</a></strong></p> Tue, 22 Sep 20 07:30:00 +0100 Stephen Lepitak How Singapore marketers are leading through change <p>With the Covid-19 pandemic leading to seismic shifts within Singapore’s business landscape, what are marketers focusing on to help drive recovery within their organisations? The Drum and Salesforce brought together some of Singapore’s top marketing talent to discuss the obstacles and challenges that marketers are facing as they lead the recovery for brands.</p> <h2>Innovating for the new normal</h2> <p>As brands adjust to the new normal and marketers prepare recovery strategies, it is no surprise that innovation is top of mind for many brands. Salesforce’s 2020 State of Marketing report revealed Singapore marketers are focused on innovation, as well as unifying customer data and sharing data across business units, as the top priorities to help guide businesses transform their brands for these uncertain times.?</p> <p>“Last year, when we did this same research in Singapore, innovation wasn't number one,” says Jess O'Reilly, area vice president, Cloud Sales ASEAN at Salesforce.</p> <p>“In fact, it was top three. I find it super interesting that innovation has come to the top. I feel, as marketers; we don't have any other choice. We've got to drive innovation and, particularly through the pandemic, we have to do things differently. But, on the flip side, which is also super interesting, is innovation is also a top challenge, along with being a priority. I think this helps us to identify that although innovation is key, it is difficult,” says O’Reilly.</p> <p>Part of the challenge with innovation is the speed of change in the market, according to Kartik Khare, global VP, product strategy &amp; innovation, Tupperware Brands.</p> <p>“I think Covid put [innovation]on steroids,” says Khare.? “Online was already disrupting the world and taking down barriers of speed, scale, R&amp;D, talent, and supply chain. Competition has become very tough because the speed of innovation makes it more accessible. I think the challenge that all companies are having with innovation - whether it's a product or a service or an experience - is how do you keep pace while maintaining quality and profitability? The digital impetus during Covid has made accessibility to innovation so easy, that it's just gone to a different level altogether.”</p> <h2>Keeping pace with consumers</h2> <p>This rapid acceleration in the market is also creating challenges for marketers that are looking to keep pace with consumers and the customer experience while recreating their business.?</p> <p>Aishwarya Narayanan, senior marketing manager, Essilor Group, says the pandemic forced the retail company, which was 80% in-store sales versus 20% online, to “modernise everything”.</p> <p>“Our biggest touchpoint was in-store, and that was not an opportunity anymore. So, the importance of digital channels, especially on the b2b side of the business, became very, very significant for us to improve. It's not just within our organisation; it's also with our partners and retailers; everyone needed to move along at the same time.”</p> <p>“I think the customer journey has seen a radical change, especially across the marketing spectrum, and it has revealed some of the gaps that we have in our existing approach and also how can we improve these. That has helped us think of innovations in the ways of communication and new tools - it's not just about new products.”</p> <p>Mi Li, CMO at Atome, agrees, “The brand doesn’t just stop with the marketing effort. The brand should exist at every single touchpoint with our customers.”</p> <p>With change continuing to be the only constant, marketers are striving for agility in a bid to stay relevant. Delbert Stanley Ty, head of marketing, Circles.Life, says, “Through times like these, what customers want is constantly changing, so our focus is about staying flexible enough to deliver on these. The way we consume media has changed tremendously over a short period of time.</p> <p>“All businesses, even those that have been more traditional in nature, are now making the shift online, so this means there’s more content out there, boosted by increased budgets. This could mean much fewer eyeballs on your content if you’re not quick to optimise your digital strategy in terms of channels, spend and creative ideation.”</p> <h2>Modernising technologies and tools</h2> <p>The rapid digital acceleration has not only driven brands online, for companies like property developer Oxley Holdings it has also helped to modernise technologies and tools to connect with consumers.??</p> <p>“When the pandemic hit, one of the greatest challenges was how to convince buyers and homeowners to buy a million-dollar property online. This life decision that is potentially one of their most important investments in their whole life,” says Eugene Lim, director, marketing and sales, at Oxley Holdings.</p> <p>The company had to transform its operations, abandoning its offline working structures and embracing virtual flat tours, new online communication tools and training staff to manage relationship building in the lockdown world.</p> <p>Building online relationships were also a focus for Tupperware, the peer-to-peer company, which is rooted in physical sales and is highly demonstration and relationship-based.??</p> <p>“The question was, how do you build relationships online?”, says Khare. “We are all used to connecting online, finding jobs online, sharing jokes online, but, we don't really know how to sell online. Selling is very much the purview of ecommerce players. So, social selling was a big unlock for us. How do we get all of these millions of women, many of whom actually probably never touched digital, to sell online.”</p> <p>“For us, the process is first to create access, then once you have access you go to content, once you have content you go to data because only then you have data and can start putting those insights into innovation,” continues Khare.??</p> <p>“I feel these days that people who are not using [data] are just in a bubble not realising that day-by-day they’re getting less competitive. Innovation is easy to do, but data is the killer.</p> Tue, 22 Sep 20 02:00:00 +0100 Danielle Long Outlaw Pro reeled in by Rooster <p>The newest and fastest growing UK online fishing retailer,?<a data-auth="NotApplicable" data-ogsc="" href="" rel="nofollow" target="_blank">Outlaw Pro</a>, has fallen hook, line and sinker for?<a data-auth="NotApplicable" data-ogsc="" href="" rel="nofollow" target="_blank">Rooster</a>, following the agency’s delivery of a hugely successful ecommerce campaign, driving?a massive 70% of Outlaw Pro’s lifetime sales in just two months.</p> <p>A?4.42 return on ad spend –?thanks to Rooster’s?strong creative, smart media buying, and organic social consultancy –?has convinced the angling brand, which launched in February this year, to broaden the brief to include PR to support the launch of the Outlaw Pro flagship store in Essex this autumn.</p> <p>Founded by four serial (and extremely successful) entrepreneurs – Stewart Lawson, Tony Hannigan, Tom Church and Jason Stanton – it is Outlaw Pro’s mission to disrupt the £1.4 billion recreational angling market, offering premium products at fair prices.</p> <p>Outlaw Pro’s extensive product range is designed to suit all fishing abilities; from complete novices to the most expert of?carp, coarse or match?anglers. The focus is on providing an exceptional quality of product and a superior customer service - including next day delivery and tailored individual advice and guidance on both the sport and the equipment – that outperform all competitors.</p> <p>Rooster will design and deliver a comprehensive launch programme that will run alongside the ecommerce campaign to build awareness of the brand, of the new store, and support both on and offline sales efforts.</p> <p>“The results of the social ad campaigns have been incredible” said co-founder and Outlaw Pro ‘Guvnor’ Stewart Lawson. “As the ads were switched on, sales would go through the roof. It’s like turning a tap on and off. We’re really keen to continue to work on getting our brand in front of people and getting customers into our new store, so adding media relations into the mix is a no brainer. Looking forward to seeing some equally impressive results on the PR side.”</p> <p>Rooster MD, James Brooke, said: “We love working with businesses looking to disrupt the status quo. Outlaw Pro is really making waves at an early stage of its journey and we’re thrilled to be supporting them.</p> <p>“Whether via PR, content campaigns, ecommerce drives, experiential activations, or influencer programmes, accountability and a measurable ROI is at the heart of what we do and our work for Outlaw Pro is another testament to that razor-sharp focus. We’re excited for this next phase of Outlaw Pro’s roll-out. There are some incredible things going on at the store build, so watch this space!”</p> <p>Outlaw Pro further consolidates Rooster’s portfolio of consumer and lifestyle clients and is one of a growing number of ecommerce successes.</p> Mon, 21 Sep 20 17:37:00 +0100 Drum Network Relaunching Grolsch in lockdown: ‘I’ve never seen the legs of half the people I work with’ <p><strong>After a year long absence from the UK,?Grolsch?is back. Asahi International’s Paul Cornell talks The Drum through a relaunch built by teams from Wunderman Thompson and Outlaw – and without a single in-person meeting.</strong></p> <p>Dutch beer Grolsch has announced its UK return with a £3m marketing campaign, new packaging and branding, as well as the?return of its unique swing-top lid bottles.</p> <p>The once-beloved brand is adjusting to increased demand for premium and ‘craft’-style beers.</p> <p>Cornell said: “In its heyday around 2008, Grolsch was probably one of the leading international premium beers. You'll?remember some of the ads and iconic packaging - but support for the brand reduced aggressively in the last decade.”</p> <p>That decade has kept the brand on the move. It was sold to SABMiller group in March 2008, and was then moved to Asahi under the eye of regulators when Anheuser-Busch InBev swallowed SABMiller in 2016. And although it is available in over 60 markets worldwide, in 2019 it left the UK market <a href="" rel="nofollow">after a brewing deal with Molson Coors expired.</a></p> <p>?</p> <p><strong>The markets</strong></p> <p>For a brand founded in 1615, a lot of its complications have come recently. Brewed in Enschede, Netherlands, it primarily competes with Amsterdam-based?Amstel?and Heineken.</p> <p>“We’re from the country, and?then you’ve got Heineken from the city,” says Cornell. Internationally, Grolsch?enjoys growth in its top markets Russia, Canada and Argentina. “We just need Australia to get all four points of the world”.</p> <p>Despite ambitions of global conquest, Cornell’s eye has turned to the UK for a huge relaunch with a multimillion pound budget behind it.</p> <p>He said: “We know that the first stage in?relaunching a product is to reassert our core liquid credentials and our?functional credentials in a?sticky, memorable way. We’ve done that with the ‘Double-brewed, for double the flavour’ tagline. Obviously it means nothing. But it also means everything.”?</p> <p>This serves as shorthand to detail how it packs two types of Dutch malt, and Enschede Dutch spring water, into its brew. It then runs some of the liquid ?through the flavoursome mash for a second time. The message hints at the?lengthier process and greater taste – key to seeking out?premium pilsner buyers.</p> <p>“Over the last three or four years, Amstel has been able to come in [to the UK] and make a really good fist of things. It has started to rejuvenate the category. We feel we can go in there now?and deliver the 4%.”</p> <p>The 4% ABV has been growing fastest in the premium category, according to Grolsch.?</p> <p>?</p> <p><strong>Taste not, want not</strong></p> <p>The taste tests (“a hit”) luckily finished two days before the UK entered lockdown. Since then, Cornell and Asahi have been working with agency partners remotely. “I’m quite new to the company as well. I’ve never seen the legs of half the people I’ve been working with,” he says. Meanwhile, UK managing director Tim Clay?has been masterminding the launch from a campervan in his yard.</p> <p>The branding was modernized by brand design agency Outlaw. With a polished logotype inspired by hand-drawn signs,?one of the brand’s earliest advertising lines, ‘Vakmanschap is meesterschap’ (’Craftsmanship is mastery’) appears on the packaging. With competition on supermarket shelves more important that ever (especially with a question mark hanging over the future of many pubs), extra consideration went into the packaging.</p> <p>Meanwhile, Wunderman Thompson UK queued up social media from October 2020 and on video-on-demand (VoD), social and digital out-of-home (DOOH) from the second quarter of 2021.</p> <p>“The first part of the campaign as we build distribution is to use social and digital to ensure that we're really landing that message with the consumers who are most likely to purchase my within their geographical space.”</p> <p>Once it ups awareness and distribution, expect to see it on TV as “one of biggest spenders within the international premium category”.</p> <p>?</p> <p><strong>Coping with Covid-19</strong></p> <p>Sampling is vital to any beer launch and with a premiumization effort, the proof is in the pudding – or rather, the pint. If the pilsner tastes better, Grolsch need to prove it.</p> <p>Unfortunately, Covid-19 has curbed any mass tasting efforts in public spaces. And even on-trade revenue is threatened by further lockdowns.</p> <p>Thankfully, the Grolsch brand has some legs. “From our research, we know there is a low barrier to entry. When people see it, they give it a go. It’ll be £2.50 a half and £4.50 a pint which isn’t huge. In this new reality, we have to really leverage that 87% awareness.</p> <p>“We’d love to have done more sampling in the off-trade, or in the events space, festivals or arenas but in a post-coronavirus?world that's just not possible.”</p> <p>Down the line, expect to see digital coupons on social media offering heavily discounted trials of the brew – perhaps during hot weather or bank holidays – whenever it is calculated to land hardest.??</p> <p>And for its £3m spend in the first year, it expects a 20% share of voice in its competitor set.? Cornell?concludes: “The ambition is that in three years’ time, Grolsch will be a top 10 international premium brand?in the UK.”</p> <p>It is tapping into a wider trend to push premium credentials as consumers look to be drinking less, and drinking better.?</p> <p>From the Danes, you may remember Carlsberg’s bold relaunch of its new brew – with a new premium line last year. That, of course, required the brewer to play with the idea that what it was <a href="" rel="nofollow">selling previously wasn’t so good.</a>?Grolsch will hope that thirsty Brits won‘t need their perceptions deconstructed before they re-embrace its charms.</p> Mon, 21 Sep 20 15:00:00 +0100 John McCarthy Dame Kelly Holmes on finding purpose, staying motivated, and overcoming adversity <h2>Dame Kelly Holmes on finding purpose, staying motivated, and overcoming adversity</h2> <p>Dame Kelly Holmes is a British sporting legend whose successes are hard-won. Having spent her early life in care, and overcoming depression at the peak of her career, she fought through numerous injuries to win two gold medals at the 2004 Summer Olympics in Athens. Retired from athletics since 2005, she still holds the British records over 600, 800 and 1000 metre distances.</p> <p>Since retiring, she has spoken candidly about her mental health struggles. Through her charity work she has become an advocate for young athletes and young people facing disadvantage across the United Kingdom.</p> <p>The events of 2020 have disrupted nearly every aspect of our lives. In such uncertain times, finding and maintaining motivation can be a challenge for anyone. For the first edition of the Groundswell digital marketing festival, organised by The Trade Desk, Dame Kelly spoke to Lynn Lester, managing director of global events at The Drum, about setting and achieving goals, and not giving up in adversity,</p> <p><a href="">Register here to watch the full interview.</a></p> <h2>Dame Kelly’s Ingredients for Success: Potential, Purpose, Perseverance.</h2> <p>“I always had the potential to be a good runner. My P.E. teacher when I was at school was one person who really believed in me, and sometimes that’s all it takes. I found my purpose getting inspired by the Olympic movement, by runners like Sebastian Coe.”</p> <p>And perseverance? “I believe people give up too early. They stop just before the changing point. Because the struggle is the learning, and improvement comes from that struggle. So you should keep trying unless you have proof you can't succeed – and in that process you improve your abilities.”</p> <h2>Finding purpose starts with believing in your own abilities.</h2> <p>Dame Kelly says that self-belief is vital to a fulfilling career. “You have to look at yourself and realise how good you actually are, how good you can actually be, if you believe it. We are all good at something that other people aren't.”</p> <p>“I wasn’t academic, and I left school with nothing except running. To build a career after athletics I had to think about my transferable skills. I realised I was good at teamwork. I'm an individual runner but I had a whole team around me in order to make it work. And my time in the army gave me leadership skills, the ability to plan ahead and strategise.</p> <p>“If you look back at your own life, your own journey, what are the things you have learnt along the way?”</p> <h2>Don't underestimate the power of thinking on your feet.</h2> <p>Not all the biggest career moves are the result of reflection and careful planning. Recalling a charity event where she met then prime minister Gordon Brown, Dame Kelly spoke about her unplanned pitch to be national school sport champion. “It was the year after Athens, and I felt I was in a position to inspire young people. I went up to him and said I'd like to discuss an idea to inspire children.”</p> <p>It led to an impromptu meeting and a new role in which she served three years, which in turn shaped her 12 years of charity work through her foundation. “Don’t worry about having the professional skills, or think you need an education to open doors. Sometimes you have to think with passion, your head and your heart.”</p> <h2>Managing mental health relies on openness and understanding.</h2> <p>Just a year before her Olympic gold medals, the 2003 world championship silver medallist was having what she describes as a breakdown. “I didn't think it was something that would happen to me, as a soldier and a resilient person.</p> <p>“I was standing on the podium, and nobody knew. I couldn't talk about what I was going through mentally, so I reached out to physiotherapists, my training partner, even my doctor, in an attempt to cover up the emotional pain I couldn't talk about.”</p> <p>She acknowledges that mental health discussions in sport are becoming more open. “When it comes to mental health, education is key. “</p> <p>Her tips for managing mental health in the day-to-day? Exercise has, unsurprisingly, a starring role, as well as reaching out to dedicated organisations. But where possible, she advises relying on people you already know. “Don't think that you are a burden. If you didn't tell someone, and they found out what you were going through, they would be distraught.”</p> <h2>We're always told to do things a certain way, but there's nothing wrong with being unique.</h2> <p>Dame Kelly admits she has worried about being pigeonholed in the latter stages of her career, because of being an athlete or because of her background. “I've worried what people have thought about me, although it has become less important with age.</p> <p>“I’ve been turned down for board positions because of the way I spoke and came across, and I was told I wasn't a good fit. Being in the public eye, people say a lot of lovely things about you. So hearing these negatives really made me think, and I could have taken it very personally. I began to feel very disappointed.</p> <p>“In the end I wrote a letter to the person who turned me down, with an itemised list of answers to the questions she had asked, and you know what, I got the position. I had the guts to go, I'm not giving up. Sometimes you have to put yourself out there.”</p> <p>She adds that finding happiness in what you do is vital. “If you're always taking on other people's perceptions then you're not really living your life.”</p> <p><strong>This is the first edition of the Groundswell Digital Marketing Festival, brought to you by The Trade Desk</strong>. <a href="">Register here to watch the full interview.</a></p> Mon, 21 Sep 20 13:00:00 +0100 Eleanor Lim We started our own ad agency and gave ourselves placements – here’s why <p><strong>Alastair Milne and?Paloma Gardiner graduated from Watford Ad School in July. With ad placements frozen at major agencies because of the pandemic the creative duo have struggled to find their feet. So, they’ve started their own agency and hired themselves as the placement team.</strong></p> <p>Thanks to corona,?things have become pretty bleak for young creatives looking for a job (and to be honest, all young people everywhere).</p> <p>We were excited about our future job prospects nine?months ago. However, when things went a bit crazy, everything that we had been working towards was suddenly, immediately halted.</p> <p>We graduated as a creative team from <a href="" rel="nofollow">Tony Cullingham’s Watford Ad School</a> in July 2020 (aka, the eye of the corona storm), armed with nothing but our portfolio and a can-do attitude.</p> <p>Oh, how stupid we were just three months ago. Little did we know the fight for a job was going to be like trying to convince a crocodile to marry you while talking French – which is basically impossible because everyone knows crocodiles don’t speak French.?</p> <p><strong>So here’s what we’ve?done</strong></p> <p>We decided that we were fed up of getting told by the press, ad agencies, the government — and basically everyone —?that we should just hunker down and wait for all this to blow over. It was more than likely that it was going to last longer than that anyway.</p> <p>Turns out, it’s actually easy to tell someone to calm down and wait for six months to reapply for a job when you already have one. We couldn’t afford to do that anyway; financially or mentally. And we'd already sold most of our clothes on eBay.</p> <p>So, we decided that enough was enough. If the industry couldn’t give us a job, we’d give ourselves one. And a flippin’ good one at that.</p> <p>In fact, we gave ourselves every job we could’ve wanted in an advertising agency.?</p> <p>That’s right. We set up an entire agency called GUAP Creative Studios (standing for ‘Give Us A Placement’), registered it as a limited company, and got ready to pitch to some of the biggest clients on our street.</p> <p>A side note, our new agency is NOWHERE near London. Who knew the southern Welsh border was set to become the latest epicentre of the creative industry?</p> <p>Suddenly, we held every role in an advertising agency from chief creative officers all?the way down to the placement team. A lifetime’s worth of experience in just two days.?</p> <p>We figured that if were the creative directors, we could hardly turn ourselves away from a placement.?</p> <p><strong>What's next?</strong></p> <p>Since our launch on 15 September 2020, things have been going?pretty well. We’ve managed to pick up some great PR and we’ve even been invited onto a podcast. Creative directors and agencies are now sliding into our DMs left, right and centre. So, this is what it feels like to go viral.?</p> <p>For our first campaign for our local butcher?we’ve got hold of some great media space (his shop’s chalkboard) and it’s soon to be going live.</p> <p>GUAP Creative Studios has even tried to headhunt creative directors from advertising giants (Nils Leonard, Danny Brooke-Taylor, want to come in for a placement?). The next goal is to be bought out by an agency. Because the industry should be quaking in their boots with the news that a hip, cool, trendy agency has just hit the streets.</p> <p>Funnily enough the agency doesn’t cost much. In fact, it’s about the same price as a placement team. The only stipulation is that all eight of our employees have to come with it (just us two really).?</p> <p>We’re trying to impress our bosses (also us).</p> <p>However, our ultimate aim is to be the first chief creative officers to get hired on placement.</p> <p>A true rags to riches, then back to rags again, story.</p> Mon, 21 Sep 20 12:30:00 +0100 Alastair Milne &amp; Paloma Gardiner Shopee launches programme for media agencies to help brands with e-commerce <p>Singaporean e-commerce platform Shopee has launched the Shopee Media Agencies Partner?(Smap) programme?with five of the big network agencies.</p> <p>The aim of the programme is to?empower Dentsu Aegis Network, Omnicom Media Group, Publicis Groupe, Havas Group and Mediabrands with the e-commerce knowledge and skills they need to help brands and sellers scale and succeed online.</p> <p>It will cover all seven markets that?Shopee operates in, offering local and international brands the opportunity to scale their reach.</p> <p>“We’re extremely excited to establish a win-win partnership with these five outstanding media agencies across the region,” says Peggy Zhu, head of brand and growth marketing at?Shopee. “As we synergise the best-in-class expertise from e-commerce, media and communications, we’ll be able to create strong end-to-end marketing solutions for brands to drive higher sales and deliver better online shopping experiences for consumers.</p> <p>“<a href="">Following the launch of Google Ads with Shopee</a>, Smap builds on our ongoing efforts to elevate the standards of e-commerce marketing in the long-term, alongside valuable brand and agency partners.”</p> <h2><strong>What is the Shopee Media Agencies Partner programme?</strong></h2> <p>? As brands are seeking to amplify their online presence with e-commerce, Shopee will educate and train media agencies in understanding the e-commerce ecosystem, utilising Shopee’s suite of marketing solutions and tools to plan brand campaigns.</p> <p>? These include advertising solutions such as Shopee Ads and online marketing ads to drive traffic to brand stores; in-app marketing products such as Shopee Live and Shopee Games; social media and other services.</p> <p>? Through Smap, Shopee and the agency partners will also share best practices on store management, campaign execution and optimisation?to help agencies achieve better marketing performance for their clients.</p> <p>? Shopee will also provide technical support to the agencies’ media and ad operations teams. Media agencies and their clients will also get access to Shopee’s new marketing solutions and products.</p> Mon, 21 Sep 20 11:30:00 +0100 Shawn Lim ‘Seismic’ shifts seen in spending habits as consumers adapt to Covid-19 impact <p>A new study has unearthed 'seismic' shifts in consumer-brand interactions with 60% modifying purchases to concentrate on essential items. The pronounced pivot has been spurred by the worsening economic picture which sees 75% of respondents report a reduced income.</p> <p><strong>What’s changed for consumers?</strong></p> <ul><li> <p>The <a href="" rel="nofollow">Selligent </a>Global Connected <a href="" rel="nofollow">Consumer Index</a> is an annual study centred on the brand interactions and expectations of 5,000 global consumers.</p> </li> <li> <p>Led by <a href="" rel="nofollow">omnichannel</a>?cloud technology company Selligent, the report found that 76% of consumers still expect real-time email or mobile updates despite the crisis.</p> </li> <li> <p>75% of global consumers reported less work?due to Covid-19 and, as a result, a majority (60%) have modified purchases to focus on essential items, like food and safety products.</p> </li> <li> <p>Moreover, the value associated with flexibility in returns or cancellations has also spiked with 81% grateful for the ability to backtrack.</p> </li> <li> <p>58% of those quizzed are resigned to remote working for the long term. This dramatic change in circumstance translates to 56% making new purchases they would not otherwise have made.</p> </li> <li> <p>Moreover the proportion of people purchasing online every week has jumped from 28% to 36% in the wake of the pandemic.</p> </li> <li> <p>Evolving consumer expectations have thus far largely been met by brands with 38% agreeing that the overall customer experience has risen in the past year.</p> </li> <li> <p>Consumers have also become more forgiving of delayed responses given the circumstances, with the proportion expecting a reply within 24 hours dipping by 3% to 93% since 2019.</p> </li> <li> <p>The importance attached to privacy also dropped over this period with just 64% believing it to be more important than the online experience, down from 74% in last year's study.</p> </li> </ul><p>?</p> <p><strong>How can brands meet changed consumer needs?</strong></p> <ul><li> <p>The rapidly shifting spending landscape presents opportunities for fleet-footed brands wishing to capitalise on the new stay at home economy by engaging through new channels, providing a relevant offer and offering flexibility.</p> </li> <li> <p>Email and mobile remain the most important channels of contact for 59 and 33% respectively but brands should be wary, with two in five unsubscribing from at least two email lists in the past six months - the?majority citing 'too many emails' as the cause.</p> </li> <li> <p>Brand marketers are encouraged to prioritise real-time communications with 70% desiring to know of product availability before the point of purchase.</p> </li> <li> <p>A further 76% wish for clear safety protocols and a further 64% welcome mobile?and contactless pick-up or check-in options.</p> </li> <li> <p>Cash-strapped consumers are increasingly favouring freebies, sales and shipping perks over past brand loyalties (51%) with a paltry 8% expressing brand loyalty above all else.</p> </li> <li> <p>Karthik Kripapuri, chief exec at Selligent, said: “It’s clear that listening to customers more closely, frequently looking for opportunities to deliver customer-first experiences, and developing programs that reward buyers for their loyalty and advocacy will support an organisation’s ability to, not only survive today’s challenging environment, but thrive in it.”?</p> </li> </ul> Mon, 21 Sep 20 11:20:00 +0100 John Glenday Embracing the unknown in luxury business <p>The luxury business model, like many others, has been changed forever. While digital-first consumer interactions have become the new normal, the need to embrace platforms and technology that create a real-world feel has never been more acute.</p> <p>The Creatology Report, a white paper commissioned by Cult, revealed how luxury brands must embrace creativity and technology to recover from COVID.? Creativity and technology can facilitate brand engagement with consumers whose mindset and retail patterns of behaviour have fundamentally changed under lockdown.</p> <p>Obviously, the need for tactility and the ability to interact are crucial elements of the brand discovery and purchase process, ?but consumers are now living isolated digital-first lives. Marketing strategies must change accordingly.</p> <p>The new establishment luxury brands will be those that embrace the unknown. Luxury brands, be they icons or start-ups, will thrive if they proactively innovate using creativity and technology in the face of a new and remote consumer whose patterns of behaviour have changed forever. Many business leaders may find this new world daunting, but it represents great possibility. There are five key tactics these businesses should adopt to future proof their sales, but more crucially, their relevance.</p> <p>Augmented reality sampling: Gucci, Chanel and YSL have been experimenting with digital experiences that use AR and sensory cues to create individual consumer interactions.?Augmented Reality Lenses are the perfect way to immerse an audience in a brand, Chanel partnered Snapchat to allow consumers to view the world through their eyes, YSL Beauty used Virtual Try On for their makeup and Gucci applied it for their trainers. Last year YouTube debuted its AR virtual try-on sessions which enables consumers to instantaneously experiment with products that their favourite luxury bloggers are promoting. This creates a more seamless interaction with brands and products and allows sampling without the obstacle of consumers having to download dedicated apps.</p> <p>Instagram Live: the guest function has transformed the platform from a static digital gallery into the television talk show of the pandemic era, Instagram influencers like Vanessa Hong are hosting chats with global fashion designers with newfound time on their hands, such as Phillip Lim. Marc Jacobs has become a beauty influencer during his lockdown, filling his IGTV feed with creative make-up tutorials. Loewe en Casa has been doing an ongoing series of online events and workshops taking place via Instagram Live. The project focuses on arts and crafts, features past artistic collaborators giving the consumers a rare look into the artists’ studios and skills. Prada has also initiated a series of digital talks on Instagram Live connecting great minds in fashion, art, architecture, cinema, and thought to converse with each other, creating an intimate user-experience much like a Zoom call.</p> <p>The sensory internet: create content that leverages visual, aural and verbal stimulation to engage and inspire, sound is becoming more integral as brands embrace and experiment with ‘brain tingles’ aka ASMR (autonomous sensory meridian response) identities and sonic logos. In 2019 Givenchy created a campaign called I am Your Mirror in which the models slowly ate juicy apples and crushed grapes under their stiletto heels. Coach created a series of multi-sensory Instagram shorts showing leather being cut by hand, hands stroking a Coach bag, a bag being immersed in suds and a bag clicking shut, all with the tagline: ‘See it, feel it, hear it: authentic American leather craftsmanship’.</p> <p>Social media and brand communities: integrate your brand into popular online media that already nurtures communities and human connection, embrace everything from TikTok, esports, micro and macro Influencers to live-streaming. Now more than ever consumers are looking for luxury brands with authentic purpose and a social conscience, your brand has power – use it. Louis Vuitton was the first global luxury brand to partner with an esport,?collaborating?with Riot Games’ League of Legends for a collection of virtual clothing which sold both within the game as well as in real-world stores.</p> <p>Mixed reality marketing: invest in your virtual signature store, strive to create a similar wow-factor experience as your real-world store. The age of the monotonous grid ecommerce? interface that Amazon created 25 years ago to sell books is over. Burberry launched an AR shopping tool through?Google Search allowing consumers to experience Burberry products?embedded in the environment around them, enhancing their online research and shopping experience.?Similarly, the luxury skincare brand SK-II’s Future X launched a Smart Store that utilises state-of-the-art facial recognition, computer vision and AI to provide customers with bespoke skincare recommendations.</p> <p>As marketers we shall have to learn a whole new language if we wish to connect meaningfully and communicate effectively with customers. The creative application of technology, data and AI is what will define the new order of luxury brands</p> <p>?</p> <p><strong><a href="" rel="nofollow">Bridey?Lipscombe</a>, co-founder &amp; global MD at <a href="" rel="nofollow">Cult</a>.</strong></p> Mon, 21 Sep 20 11:00:42 +0100 Bridey Lipscombe 91精品国产91免费