В возрасте 90 лет сегодня утром ушел из жизни выдающийся экономист и меценат Богдан Гаврилишин. Об этом сообщается на сайте Благотворительного фонда Богдана Гаврилишина. Последние минуты своей жизни меценат провел в кругу семьи в своей квартире […]
Компания Unilever и предпринимательница Гузель Санжапова, которая производит сладости в деревне Малый Турыш Свердловской области, заключили договор о поставке чайных ложечек с карамелью для бренда Lipton. Предпринимательница планирует построить фабрику и расширить производство.
Unilever и предпринимательница Гузель Санжапова, производящая сладости в деревне Малый Турыш Свердловской области, заключили договор о поставке чайных ложечек с карамелью для бренда Lipton, сообщила "Интерфаксу" старший PR-менеджер "Unilever Россия" Анастасия Ландер.
Today’s executives are dealing with a complex and unprecedented brew of social, environmental, market, and technological trends. These require sophisticated, sustainability-based management. Yet executives are often reluctant to place sustainability core to their company’s business strategy in the mistaken belief that the costs outweigh the benefits. On the contrary, academic research and business experience point to quite the opposite. Embedded sustainability efforts clearly result in a positive impact on business performance. Drawing from our own research and our colleagues’ research in this area, we have created a sustainability business case for the 21st century corporate executive. Hoping to alleviate their concerns, this article also provides concrete examples of how sustainability benefits the bottom line. For the purpose of this article, we define sustainable practices as those that: 1) at minimum do not harm people or the planet and at best create value for stakeholders and 2) focus on improving environmental, social, and governance (ESG) performance in the areas in which the company or brand has a material environmental or social impact (such as in their operations, value chain, or customers). We exclude companies with a traditional CSR program that supports employee volunteering in the community – this does not by itself qualify as sustainability. Driving competitive advantage through stakeholder engagement Traditional business models aim to create value for shareholders, often at the expense of other stakeholders. Sustainable businesses are redefining the corporate ecosystem by designing models that create value for all stakeholders, including employees, shareholders, supply chains, civil society, and the planet. Michel Porter and Mark Kramer pioneered the idea of “creating shared value,” arguing that businesses can generate economic value by identifying and addressing social problems that intersect with their business. Much of the strategic value of sustainability comes from the need to continually talk with and learn from key stakeholders. Through regular dialogue with stakeholders and continual iteration, a company with a sustainability agenda is better positioned to anticipate and react to economic, social, environmental, and regulatory changes as they arise. When firms fail to establish good relationships with their stakeholders, it can lead to increased conflict and reduced stakeholder cooperation. This can disrupt a firm’s ability to operate on schedule and budget. A study of the gold mining industry, for example, found that stakeholder relations can heavily influence land permitting, taxation, and the regulatory environment, thus playing a substantial role in determining whether a firm has the right to transform gold into shareholder capital – therefore, as the study authors wrote, stakeholder engagement “is not just corporate social responsibility but enlightened self-interest.” Improving risk management Supply chains today extend around the world, and are vulnerable to natural disasters and civil conflict. Climate change, water scarcity, and poor labor conditions in much of the world increase the risk. McKinsey reports that the value at stake from sustainability concerns can be as a high as 70% of earnings before interest, taxes, depreciation, and amortization. In the largest study on climate change data and corporations, 8,000 supplier companies (that sell to 75 multinationals) reported on their level of climate risk. Of the respondents, 72% said that climate change presents risks that could significantly impact their operations, revenue, or expenditures. Unlike traditional forms of business risk, social and environmental risks manifest themselves over a longer term, often affect the business on many dimensions, and are largely outside the organization’s control. Managing risks therefore requires making investment decisions today for longer-term capacity building and developing adaptive strategies. In the agriculture, food, and beverage sector, the impacts of climate change have the potential to alter growing conditions and seasons, increase pests and disease, and decrease crop yields. Disruptions in the supply chain may affect production processes that depend on unpriced natural capital assets such as biodiversity, groundwater, clean air, and climate. These unpriced natural capital costs are generally internalized until events like floods or droughts cause disruption to production processes or commodity price fluctuation. For example, Bunge, an agribusiness firm, reported a $56 million quarterly loss in its sugar and bioenergy segments due to drought in 2010. Flooding in 2011 in Thailand, harmed 160 companies in the textile industry and halted nearly a quarter of the country’s garment production, increasing global prices by 28%. To address these threats along their supply chain, companies like Mars, Unilever, and Nespresso have invested in Rainforest Alliance certification to help farmers deal with climate volatility, reduce land degradation, and increase resilience to drought and humidity—all of which ensure the long-term supply of their agricultural products. Certification also improves productivity and net income: According to an independent study by COSA, Rainforest Alliance reported that certified cocoa farmers in Cote d’Ivoire, for example, produced 1,270 pounds of cocoa per hectare, compared with 736 pounds per hectare on non-certified farms. Net income was also significantly higher on certified cocoa farms than noncertified: $403 versus $113 USD per hectare. Companies are also experiencing risks in their manufacturing due to resource depletion – particularly water. Water has largely been considered a free raw material and therefore used inefficiently, but many companies are now experiencing the higher costs of using the resource. Coca-Cola, for example, faced a water shortage in India that forced it to shut down one of its plants in 2004. As the 24th biggest industrial consumer of water, Coca Cola has now invested $2 billion to reduce water use and improve water quality in the communities in which it operates. SabMiller has also invested heavily in water conservation, including $6 million to improve equipment at a facility in Tanzania affected by deteriorating water quality. Water-related risks threaten to strand billions of dollars for mining, oil, and gas companies. “Stranded assets” are investments that become obsolete due to regulatory, environmental, or market constraints. For example, social conflict related to disruptions to water supplies in Peru has resulted in the indefinite suspension of $21.5 billion in mining projects since 2010. Fostering innovation Investing in sustainability is not only a risk management tool; it can also drive innovation. Redesigning products to meet environmental standards or social needs offers new business opportunities. 3M, for example, integrates sustainability into its innovation pipeline through its “Pollution Prevention Pays” program, which aims to proactively minimize waste and avoid pollution through product reformulation, equipment redesign, process modification, and waste recycling. 3M’s Novec fire suppression fluids are the first viable, sustainable alternative to hydrofluorocarbons. Nike embedded sustainability into its innovation process and created the $1 billion-plus Flyknit line, which uses a specialized yarn system, requiring minimal labor and generating large profit margins. Flyknit reduces waste by 80% compared with regular cut and sew footwear. Since its launch in 2012, Flyknit has reduced 3.5 million pounds of waste and fully transitioned from yarn to recycled polyester, diverting 182 million bottles from landfills. Recognizing the growing consumer interest in sustainable products and looking to solve consumer challenges such as high energy costs, CPG companies have developed new products to gain access to this market. Proctor & Gamble, for example, conducted a life cycle assessment of its products and found that U.S. households spend 3% of annual electricity budgets on heating water to wash clothes. In 2005, they launched a U.S. and European line of cold-water detergents that require 50% less energy than warm water washing. Facing strict regulation on chemical release and competition from flowers from Africa, the Dutch flower industry developed a closed-loop system that grows flowers hydroponically in greenhouses, lowering risk of infestation and reducing the use of fertilizers and pesticides. The system also improves product quality by creating regulated growing conditions. Their innovative system has increased productivity and quality, reduced environmental impact and costs, and increased global competitiveness. Improving Financial Performance Many business leaders have the erroneous perception that one can have profits or sustainability, but not both. This probably has its roots in Milton Friedman’s 50-year old, but still influential, thesis that the only business of a business is profit as well as a hangover from the 1970s and 80s, when low quality, high priced environmental products failed in the market and early socially responsible investing delivered low returns. That conventional wisdom has now reversed. In addition to the financial benefits that accrue from increased competitive advantage and innovation as discussed earlier, companies are realizing significant cost savings through environmental sustainability-related operational efficiencies. Moreover, investors are now able to track the high performers on ESG (environmental, social and governance factors) and are correlating better financial performance with better ESG performance. Significant cost reductions can result from improving operational efficiency through better management of natural resources like water and energy, as well as minimizing waste. One study estimated that companies experience an average internal rate of return of 27% to 80% on their low carbon investments. Since 1994, Dow has invested nearly $2 billion in improving resource efficiency and has saved $9.8 billion from reduced energy and wastewater consumption in manufacturing. In 2013, GE had reduced greenhouse gas emissions by 32% and water use by 45% compared to 2004 and 2006 baselines, respectively, resulting in $300 million in savings. A focus on sustainability can also unlock opportunities for process and logistics savings. Wal-Mart, for example, aimed to double fleet efficiency between 2005 and 2015 through better routing, truck loading, driver training, and advanced technologies. By the end of 2014, they had improved fuel efficiency approximately 87% compared to the 2005 baseline. In that year, these improvements resulted in 15,000 metric tons of CO2 emissions avoided and savings of nearly $11 million. Mounting evidence shows that sustainable companies deliver significant positive financial performance, and investors are beginning to value them more highly. Arabesque and University of Oxford reviewed the academic literature on sustainability and corporate performance and found that 90% of 200 studies analyzed conclude that good ESG standards lower the cost of capital; 88% show that good ESG practices result in better operational performance; and 80% show that stock price performance is positively correlated with good sustainability practices. Here are some other datapoints to consider: Between 2006 and 2010, the top 100 sustainable global companies experienced significantly higher mean sales growth, return on assets, profit before taxation, and cash flows from operations in some sectors compared to control companies. During the 2008 recession, companies committed to sustainability practices achieved “above average” performance in the financial markets during the 2008 recession, translating into an average of $650 million in incremental market capitalization per company. Additionally, companies with superior environmental performance experienced lower cost of debt by 40-45 basis points. Studies also suggest that companies with strong corporate responsibility reputations “experience no meaningful declines in share price compared to their industry peers during crises” versus firms with poor CSR reputations whose reputations declined by “2.4-3%; a market capitalization loss of $378M per firm.” Investors are paying attention. According to the 2015 EY Global Institutional Investor Survey, investors are increasingly using companies’ nonfinancial disclosures to inform their investment decisions. In its survey of over 200 institutional investors, 59.1% of respondents view nonfinancial disclosures as “essential” or “important” to investment decisions, up from 34.8% in 2014. Some 62.4% of investors are concerned about the risk of stranded assets (i.e. assets that lose value prematurely due to environmental, social, or other external factors) and over one-third of respondents reported cutting their holdings of a company in the past year because of this risk. Building Customer Loyalty Companies are skeptical about consumer interest in sustainable products – especially where willingness-to-pay is concerned. Some of that is self-inflicted, as early on companies tended to increase “sustainable” product prices substantially and in some cases sold inferior products (e.g. pricy natural cleaning products that did not work). However, a shift is occurring in the minds of consumers. Today’s consumers expect more transparency, honesty, and tangible global impact from companies and can choose from a raft of sustainable, competitively priced, high quality products. In fact, one study found that among numerous factors surveyed, the news coverage regarding environmental and social responsibility was the only significant factor that affected respondents’ evaluation of a firm and intent to buy. Nearly two-thirds of consumers across six international markets believe they “have a responsibility to purchase products that are good for the environment and society” — 82% in emerging markets and 42% in developed markets. In the food and beverage industry, a growing number of consumers are considering values beyond price and taste in their purchasing decisions, such as safety, social impact, and transparency. Far from feeling skittish about buying sustainable products, today’s consumers perceive a higher level of product performance in products from sustainable companies and sustainability information has a significantly positive impact on consumers’ evaluation of a company, which translates into purchase intent. The results of these studies support that consumers in a post-Recession era are shifting purchasing decisions to brands with integrity, social responsibility, and sustainability at their core. In fact, Unilever claims its “brands with purpose” are growing at twice the rate as others in their portfolio. Companies can also charge higher price premiums based on positive corporate responsibility performance. These premiums can reach 20% according to some estimates. Moreover, some studies show that overall sales revenue can increase up to 20% due to corporate responsibility practices. Another study found that revenues from sustainable products and services grew at six times the rate of overall company revenues between 2010 and 2013, among the 12 members of the S&P Global 100 sampled (Singer, 2015). GE’s Ecomagination division, for example, has generated $200 billion in sales since 2005. IKEA’s line of sustainable products like LED bulbs and solar panels from its Products for a More Sustainable Life at Home now generate a billion dollars. Attracting and Engaging Employees Corporate sustainability initiatives aimed at improving ESG performance and proving value to society can increase employee loyalty, efficiency, and productivity and improve HR statistics related to recruitment, retention, and morale. Research is finding that 21st century employees are focusing more on mission, purpose, and work-life balance. Companies that invest in sustainability initiatives tend to create sought-after culture and engagement due to company strategy focusing more on purpose and providing value to society. In addition, companies who embed sustainability in their core business strategy treat employees as critical stakeholders, just as important as shareholders. Employees are proud to work there and feel part of a broader effort. One study found that morale was 55% better in companies with strong sustainability programs, compared to those with poor ones, and employee loyalty was 38% better. Better morale and motivation translate into reduced absenteeism and improved productivity. Firms that adopted environmental standards have seen a 16% increase in productivity over firms that did not adopt sustainability practices. Corporate responsibility performance also positively impacts turnover and recruitment. Studies show that firms with greater corporate responsibility performance can reduce average turnover over time by 25-50%. It can also reduce annual quit rates by 3-3.5%, saving replacement costs up to 90%-200% of an employee’s annual salary for each retained position. *** The preponderance of evidence shows that sustainability is going mainstream. Executives can no longer afford to approach sustainability as a “nice to have” or as solid function separated from the “real” business. Those companies that proactively make sustainability core to business strategy will drive innovation and engender enthusiasm and loyalty from employees, customers, suppliers, communities and investors.
Началась последняя неделя регистрации делегатов Саммита Digital Branding – Best Cases, который откроет свою работу в Москве 25 Октября в Центре Digital October. Главное событие в области построения бренда в digital среде в этом году привлекло рекордное число участников. В работе Саммита примут участие более 400 представителей крупнейших компаний, ведущих рекламных и digital агентств. Среди них – руководители и маркетинг лидеры таких компаний, как Samsung, Microsoft, Procter&Gamble, McDonald’s, Philips, Bayer, Unilever, Nestle, IKEA, Google, MARS, PepsiCo, Beeline, Мegafon, Pernod Ricard, Johnson&Johnson, MAZDA, Kimberly Clark, Jameson, Сбербанк, OZON, L’Oreal, Intel, М.Видео, Anywayanyday, Альфа-Страхование и других глобальных лидеров.
Persuading consumers to pay more for a product by introducing some kind of “premium” element into it has always been a challenging task—but it was one that big, established brands had managed with a reasonable amount of success until recent years. For example, Gillette has successfully encouraged consumers to trade up again and again by continually introducing razors with the latest and greatest shaving technology. A decade ago, the Mach 3 razor was Gillette’s premium offering for men, until the Fusion line was launched in 2006 at a 40% price increase, followed by the Fusion ProGlide in 2010 and the Fusion Proshield Flexball in 2016—to name a few of the brand’s major releases. For some time, however, established players have been having trouble premiumizing their products. Smaller brands have been picking up the slack. In 2015, for example, small food and beverage manufacturers drove nearly half of category growth, while the top 25 manufacturers could only take credit for 3%. While these numbers indicate an underlying issue with all new product development, there’s more at stake with premium products because of their higher revenue potential. One response by established brands has been to acquire smaller companies. A few of many examples include PepsiCo’s 2006 acquisition of Izze, an all-natural, no-preservatives-added fruit soda; Unilever’s 2009 acquisition of salon haircare brand Bed Head; and Kashi’s acquisition of snack brand Pure Organic earlier this year. However, this strategy can be costly and difficult to scale, as winners do not come cheap. With small companies popping up all the time and gaining momentum rapidly, purchasing every company that poses a serious threat may not be feasible over time. Clearly, it would be preferable for established companies to introduce premium products of their own. Rather than starting with their own portfolio needs and barreling ahead—a supply-driven strategy that companies rarely seem to escape—successful companies start with the consumer’s mindset and use that lens to identify market gaps. Ripe areas for premium innovation tend to be categories where the premium segment is healthy, but where there is a large price gap between mainstream offerings and the existing premium tier—that is, where the existing premium tier is effectively a super-premium offering. While there are other routes to breakthrough premium products, the one we’ve seen be successful over and over for established companies is this one. For example, Breyers, the ice cream brand, recognized that the gelato market was booming, but that super-premium gelatos were selling for 2.5 times the cost of mainstream ice creams. They pursued the opportunity represented by the size of that spread with Breyers Gelato Indulgences, charging 70% more than the cost of mainstream ice creams—an appreciable increase, but still a much lower price point than its super-premium gelato competitors were charging. The initiative generated $62 million in its first year with 30% growth in year two. Similarly, Sally Hansen, the maker of nail care and other beauty products, introduced Miracle Gel nail polish at a price point that was much higher than regular nail polish—but much cheaper than a gel manicure in a salon. By providing the benefits of a gel manicure at home at half the cost of the salon price, they successfully targeted buyers of less-expensive products who wanted a better manicure but felt they could not afford salon prices. This new product line generated $104 million in sales during its first year. In some cases, there may not be an obvious price gap within a category, but particularly innovative brands have been able to create them. In the case of Sally Hansen, the team looked beyond the traditional category boundaries—deciding that the “super-premium” tier for nail polish was actually the salon experience, not a particularly pricey use-at-home polish. Similarly, Scholl Velvet Smooth Express Pedi, an electronic foot file launched in 2014, is another example of a product that consciously managed consumer’s frame of reference for pricing; the product was compared to a salon pedicure rather than a manual foot file or pumice stone. When the starter kit launched in Germany and France, consumers didn’t balk at the €40 price tag. The product exceeded €10 million in first-year sales. Dole’s Chopped Salad Kits also succeeded using this principle. The Dole’s team worked to understand the allure of a restaurant-quality chopped salad—including taste, texture and even the way that the planning, shopping, preparation, eating and cleanup tasks would feature in consumers’ lives. The result was a bagged salad product that, on the plate, tasted as if it had come out of a restaurant kitchen. The line provided enough flavors that the consumer would feel they were choosing from a menu, low calorie counts, healthful ingredients and restaurant-style exoticism. As a result, it generated more than $100 million in sales during its second year. This “Goldilocks” strategy of positioning premium products such that they’re not too expensive, but not too cheap is uniquely suited to established brands. Since the goal is to combine premium prices with mass market reach, brands that already have mass awareness, distribution and retailer support are miles ahead of smaller upstarts. As a lesser-known brand, simply getting a product on retailer shelves is a long, uphill battle.
With nearly 40% of its revenues coming from the skin and hair care segment and the company’s increased focus on this division through recent acquisitions, we believe the personal care segment will be a key growth driver for Unilever in future. Known for its mass market skin care brands (Dove, [...]
If brands are to use Brexit as a reason to hike prices, they need to learn Unilever's errors and construct a proper PR strategy
Much of marketing is premised on companies delivering messages to customers to influence their purchases and consumption. Indeed, the largest advertisers in the world are companies such as Procter & Gamble, Nestlé, and Unilever, which sell branded low-involvement products that are routinely purchased and consumed at a regular pace. The purpose of much of the tens of billions of dollars they spend on advertising is to remind consumers to pick up their laundry detergent, soup, coffee, yogurt, or pet food on their next shopping trip. But within a few years, this model of marketing, advertising, and shopping will become obsolete. The beginnings of this are already evident in Amazon’s Dash buttons, which are making routine purchases simpler and even more routine. Pretty soon Amazon and other retailers will know customers’ habits well enough to mail (or drone) them the 200 or so products they regularly consume, based on when the retailers’ algorithms believe they require replenishment. Not long after that, smart closets and refrigerators in the home will place orders directly with the retailers’ algorithms, sparing the consumer the need to prepare shopping lists, remember which products to buy, and go to the trouble of doing routine shopping. Products will flow to the household like a utility, as electricity and water do. For many products, the shopper will be a bot, leaving customers with the sole task of consumption. What does marketing look like in a world where your machines talk to their machines? First, in a connected world, spending billions to remind consumers to buy your brand will seem inordinately wasteful. Instead, advertising dollars will be redeployed to building relationships, challenging incumbents, increasing rates of consumption, and influencing algorithm designers and owners. Influencing algorithms — for example, by becoming a native or default brand in the pre-installed software choices — will be prized. We already know that 90% of smartphones and PCs buyers do not change most default settings, providing a large advantage to those that become the default. As a result, incumbents will benefit from raised barriers to entry, and challengers, at least in routinely consumed product categories, will have to break through the inertia not just of consumers but also of programmed bots — a much tougher inertia to overcome. Second, brand loyalty will be redefined, forcing marketers to differentiate much more clearly between mere repurchase and actual loyalty. Marketers of incumbent brands will need to ask whether the algorithm is “loyal” or the consumer is. For challengers, the critical question will be what they need to do to compel consumers to change the algorithm’s default settings. Insight Center The Automation Age Sponsored by KPMG How robotics and machine learning are changing business. Third, much of marketing strategy today rests on the idea that consumers are imperfect interpreters of advertising and marketplace information. They are subject to cognitive biases such as selective attention and retention of information. So advertising research, for example, is focused on improving the odds that consumers will do what ads tell them to. They aim to make ads more efficient by increasing conversion rates (the ratio of those who buy to those who have seen the ad). But if routine decisions are made by bots, not humans, marketers need to speak to the bots — and bots tend to do what they are told, without cognitive biases. So research will be focused on understanding the points of influence of bots: What are their sources of data? Which criteria are they programmed to optimize? And what are their learning algorithms? Research on consumers will focus on strategic issues such as understanding consumption patterns and maintaining brand loyalty. Finally, the effects of connected machines will not be limited to routine purchases. Many of the interactions between the company and the customer will occur directly between the company and the product. For example, cars that are recalled for safety or nonroutine repairs will make their way to the dealership on their own when not in use, increasing compliance rates from approximately 30% today to close to 100%. Dishwashers and vacuum cleaners will get their software updates over the air, and pharmaceutical pill bottles will not open past their expiration date. Unpleasant interactions will be handed to the bots; for example, consumers tired of speaking to a bot when they call their telephone company will instead ask their bot to call your bot. The robotization of shopping and marketing changes how marketers and consumers interact and how brands compete. Taking the imperfections of consumer behavior out of the marketing equation will certainly make marketing more efficient (the savings on advertising alone will amount to billions of dollars), but the real opportunity resides in redefining the customer relationship rather than in cost-cutting. Have your machines think about that.
Negotiations are continuing to try and resolve a dispute between retailers here and the multinational goods manufacturer Unilever.
Clare Parker, Marketing & Trade Manager, International at The Exchange Lab Fresh from the Festival of Marketing in London, some clear themes stood out. It is evident from speakers such as Unilever’s CMO, Keith Weed and WPP’s CEO, Sir Martin Sorrell that understanding a digital native’s mind-set is vital if brands want to be a part of the future, especially since by 2025, 70% of the workforce will be Millennials. Younger marketers may have less experience, but they are adept at learning technology, highlighting the importance of marketers keeping their fingers on the pulse of the latest tech and trends. The way in which we engage consumers must reflect this shift in attitude. With that in mind, here are the three key learnings from the Festival that prove marketers need to push limits, bend traditions and experiment with new platforms. You’ve got to be in it to win it There is a lost generation of people who are not digital natives and are bluffing that they are ahead of the next digital wave. “Don’t be one of those CMOs who reads the FT and Economist and then pretends you know where digital is heading,” warned Keith Weed, CMO of Unilever, “immerse yourself with where your customers are active. I’m not saying go and be a tech junkie, but you’ve got to be in it to win it”. Weed went on to express the importance of learning how to think differently by working with start-ups, upskilling your team by leveraging digital partners, and getting under the hood of how digital natives behave and communicate. Digital has injected colossal fragmentation into the consumer journey for marketers, as Weed said, it’s no longer about “marketing to consumers – it’s about mattering to people” and to do that you need to have the right “tool set, skill set, and mind set”. For brands to survive, they must challenge what they’ve done in the past and ensure they keep up to date with the latest technologies and social platforms. Adhere to the rules of engagement, in the era of personalized advertising When it comes to data monetization, it’s clear that some companies are walking a thin line between tailoring to a consumer’s needs and being seen as creepy. Christine Conner, Managing Director at Accenture Interactive stressed the need for data permissions to be handled very carefully. She emphasised the importance of brands being clear and up-front on what they’re going to do with the data they generate. Being more curious when asking customers questions when sourcing data can add more value for brands and the customer for example, a pet food retailer could ask “do you buy your cat a present for Christmas?” The question was then posed to the audience, where about 10 of us were left shamelessly holding our hands up. This survey tone can be a lot more telling, not only increasing engagement in the short term but when married to data, it ultimately creates more relevant advertising in the long term. Involve your audience Consumer generated content (CGC) has been challenging traditional advertising for the last few years. In terms of convincing the traditional board of Wimbledon Tennis Club to bend their 140-year-old brand guidelines and go with Snapchat (most of whom are Snapchat virgins), Alexandra Willis, Head of Communications and Content’s advice was to start small and recognize wins. Wimbledon shared their 2016 social campaign at the Festival, with personalisation at the core, they initially mirrored the concept behind Snapchat stories in their newly built mobile app. Following this pilot, the Snapchat campaign was underway with two live stories to test, distributing authentic content to users that implied that Wimbledon is more than just tennis – it’s about the overall experience. Snapchat provided a number of creative tactics and tools, including a strawberry head filter and a snapcode to unlock exclusive content into the distribution queue. The drawbacks were the content quality threshold declines so marketers must be prepared to relax brand guidelines and not expect in-depth analytic reporting, as it’s not as detailed in comparison to other social platforms. Attendees had the chance to show what was important to them in 5-10 second snapshots, which were then filtered out to Wimbledon’s Snapchat audience. Serena Williams held centre stage, which was extremely nerve-wracking for the marketing team to hand brand control over to her in near-real-time. However, it was a success, the platform enabled Serena to offer ‘behind the scenes’ insights of her life, which provided an intimate, real-time and virtual experience to Wimbledon’s audience. Adjusting the golden hand-cuffs After Unicorn brands like Uber and TransferWise have shaken up the finance and transport industries, we are now witnessing a ripple effect through 100+ year-old brands like Wimbledon and Unilever who are leading the charge by stepping up their game to be just as challenging in the Sport & FMCG sectors. Both brands have the consumer experience at the forefront and are embracing technology as the vehicle to ensure they keep their audiences both engaged and loyal. Consumers now expect a two-way transparent dialogue online resulting in brands being increasingly exposed by consumers for the good as well as the bad experiences and interactions. P&G’s Director, Scott D. Cook says “a brand is no longer what we tell consumers it is, it’s what consumers tell each other it is”. Reverse mentorship was touched on by various C-suites who expressed that It’s as much about coaching millennials as it is being coached by millennials; there is a lot to learn from their mind-set and digital savviness. When WPP’s CEO, Sir Martin Sorrell was asked “if you were to start your career again, what would you do?” he answered with “I would learn two languages – code and Chinese”, which is living proof that marketing professionals (whatever the age) must truly embrace digital in order to be a part of the future. -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.
Marketers in the modern industry have the potential to sway more than just a consumer’s willingness to buy a product – they have the potential to influence cultural conversations, ideologies, and opinions. Because of that, consumers are calling for an industry shift, one that aligns a company’s purpose with its profit. Now, marketers and consumers alike are looking to celebrate ideas that inspire more than a dollar amount – they transform, impact, and ultimately, contribute towards a better, fairer and more sustainable future for all. In its inaugural event during Advertising Week 2016, the D&AD Impact Awards celebrated brands and agencies that are doing just that. Out of a partnership between D&AD and Advertising Week, the awards were created to inspire agencies to win awards not for awards sake, but to positively affect the way the world works. The D&AD Pencils were awarded based on three criteria: an innovative idea at its core, a measurable impact in its chosen category, and relevance to the business’s commercial needs. The campaigns were classified into 12 categories. Below are the prestigious White Pencil winners – the highest award – in each category. Communication and Interaction Purity Test Romania has long dealt with a devastating nitrate pollution problem in their poisoned water sources. Romania, like many other European countries, doesn’t require nitrate content disclosures on bottle labels, and so consumers are unaware of the poison they’re consuming. The solution: The Purity Test campaign, led by Cohn and Jansen JWT. The campaign provided a paper strip offered in supermarkets for people to test the quality of water – tap, bottled or otherwise. Community #OptOutside REI, one of the largest outdoor retailers decided to use the biggest shopping holiday of the year to get an important message across instead of making a profit. The #OptOutside campaign, led by Veneables Bell & Partners, meant REI closing its doors on Black Friday and instead encouraging folks to get outside, evening providing each of its 12,000 employees a paid day off and suspending all e-commerce for the day. Several short films, social elements and a microsite created an “Opt Outside” movement that garnered millions of social impressions and had hundreds of retailers following suit. Diversity and Equality Dads #ShareTheLoad Even in modern society, a large majority of men around the world believe household chores are a woman’s job. P&G India sought to change that narrative with the Dads #ShareTheLoad Campaign headed by BBDO India. The campaign launched a moving video that chronicles a father apologizing to his married daughter, and deciding to end the cycle of inequality in home life. The emotional video accumulated over 50 million views and over 2 billion social impressions worldwide. Love Has No Labels A video featuring an X-ray screen with human skeletons kissing, hugging and dancing in front of a crowd of unsuspecting passersby on Valentine’s Day sought to demonstrate love in its truest form – free of any prejudices and labels based on religion, race, disability or sexual orientation. The Ad Council’s inclusion and diversity PSA campaign, titled “Love Has No Labels,” was created by R/GA and viewed over 160 million times. It went on to win an Emmy award and attracted support from brand partners including Coca-Cola, Google, P&G and more. Redefining #LikeAGirl P&G’s Always feminine products brand launched the “Like A Girl” campaign, created by Leo Burnett Toronto, Chicago and London, that takes issue with generations of using the phrase “like a girl” as an insult. In the video, an older teenage girl and boy are asked to demonstrate “running like a girl,” resulting in a stereotyped, mockery of a jog. Asked the same of a young, pre-pubescent girl, and the results are fast, confident sprints. The video received over 85 million views, 1.5 million shares and made 4.5 billion impressions. This is Wholesome Honey Maid’s “This is Wholesome” campaign attempts to rebrand the graham cracker brand from appearing “wholesome,” to instead encouraging acceptance and inclusivity. A creative effort by Droga5, a series of short video spots feature real life families, neighbors, friends and other relationships, including interracial and adoptive families, from a host of backgrounds vastly different than the typical all-white, heterosexual representation we usually see in ads. Education Care Counts In an effort to eliminate kids missing school because they have limited access to clean clothes, Whirlpool and DigitasLBi North America teamed up to put washers and dryers in schools with a large population of disadvantaged kids. The schools – 17 in total – identified students in need of clean clothes and tracked their laundry use over the course of a year. The results showed more than 90 percent of the identified kids increased their school attendance. Their test scores, participation in after-school activities and engagement with fellow students also showed improvement. Environmental Sustainability Brewtroleum Drink a beer and save the world. That’s the genius behind a campaign created by Colenso BBDO and DB Breweries, DB Export. The brewery created over 300,000 liters (roughly 80,000 US gallons) of “brewtroleum” – an alternative to oil that emits 8 percent less carbon than traditional petroleum. The breakdown? The campaign saved over mass amounts of of carbon from going into the environment. The brewery sold its brewtroleum at 62 gas stations around New Zealand – and became the country’s fastest growing beer brand. Edible Six Pack Rings Americans drank 6.3 billion gallons of beer last year, 50 percent of which came in cans, meaning most of the plastic rings that came with the packaging ended up in the ocean. That meant that over one million sea birds and 100,000 marine mammals and sea turtles were either trapped by the plastic, or ingested it and died. Saltwater Brewery, in creative partnership with We Believers, created Edible Six Pack Rings made entirely from barley and wheat remnants from the brewing process. The best part? It feeds the sea animals instead of killing them. The campaign received over 120 million social media views, over 2 million Facebook shares and 5 billion global impressions. Financial Empowerment Depaul Box Company Plan on moving in the near future? How about using boxes that help the life of a young homeless person? That’s the mission behind the Depaul Box Co. campaign, led by Depaul UK and Publicis London. All the profits made from selling the boxes go directly to Depaul’s youth homeless charity. The company also spreads awareness by telling the stories of the young homeless people it helps on the side of each box. Talk about thinking outside the box. Government Engagement Beauty Tips by Reshma More than one thousand women are attacked using over-the-counter acid every year. To draw awareness to the epidemic and to source signatures for a petition addressed to the Prime Minister of India, Ogilvy & Mather, Mumbai teamed up with Make Love Not Scars to create “Beauty Tips by Reshma.” The beauty vlog began with basic beauty tips, but concluded with a powerful plea to viewers to take a stand and help end the sale of over-the-counter acid. The petition rounded out with over 314,000 signatures, and in May of 2016, the Indian States began enforcing of the ban. Health and Wellness ManBoobs4Boobs MACMA wanted to publish a video instructing women on how to give themselves a breast exam as part of breast cancer awareness, but found they were limited because of censorship that banned showing women’s breasts and nipples. The solution? Replace women’s breasts with “manboobs.” The video, which demonstrates a female giving a man a breast exam, reached 48 million views and over 193 million impressions in its first week. What’s more, its sparked a necessary cultural debate about censorship policies on social platforms. Humanitarian Aid Lifesaver Backpack Every day, thousands of children in poor, jungle communities in Colombia travel by boat along a river to get to school. But the rivers are often unpredictable and pose dangerous threats, such as flash floods. So Casa Luker’s fruit snack brand, Luki, teamed up with J. Walter Thompson Colombia to eliminate those risks for young travelers. The Lifesaver Backpacks offer reflective, lightweight materials, a top handle for water rescue, a waterproof whistle, internal waterproof bag and CPR instructions stitched into the fabric. The initiative reached children in four different jungle communities. The Story of an Unborn Child – Chamki Roughly 6 million children die before the age of five, 44 percent of which die in the neonatal stage. To address those staggering numbers, PHD launched a campaign, “The Story of an Unborn Child – Chamki” for Hindustan Unilever. The campaign features a young girl, Chamki, talking to mothers from the future, thanking them for taking necessary health precautions that allowed her to reach the age of five. Those precautions were often as simple as washing their hands. The campaign received over 15.3 million views and was shared over 4,000 times. Industry Evolution Touchable Ink Samsung, in collaboration with J. Walter Thompson Bangkok and Thailand Association of the Blind, created touchable ink to help improve the ability of the visually impaired to read. Since braille printers come at high costs, Touchable Ink instead transforms home printers into braille printers by mixing embossing powder with ink. The technology works by a user first loading Touchable Ink onto any home printer, converting text into braille, printing it out, and then heating up the paper using any household item, such as a blow-dryer or microwave. Responsible Production and Consumption Fair Food Program Branding Campaign Called one of the great human rights success stories of today, the Fair Food Program, out of a collaborative effort between the Coalition of Immokalee Workers and Pinkwater & Putman, ensures humane wages and working conditions for workers who pick fruits and vegetables on participating farms. The branding campaign drew attention to the coalition, with print ads informing buyers of the impact they have on farm workers when they purchase goods, and by promoting what the fair food label on products guarantees – a respect for human rights. Ryman Eco UK stationary retailer Ryman created an environmentally sustainable typeface, Ryman Eco, which uses an average of 33 percent less ink than standard fonts. In collaboration with Grey London, the objective was to create an eco-friendly design without compromising aesthetic desirability. In basic terms, Ryman Eco is a font that tries to save ink by producing the illusion of a fully-filled letter, when it’s really not. The Organic Effect Many of us know the way we currently farm our food is not sustainable, yest most consumers still aren’t willing to pay extra for organically farmed food. Swedish supermarket chain, Coop, enlisted the help of Forsman & Bodenfors to change that. The campaign follows a family who never eats organically. Tests are done before the experiment to identify the many pesticides found in their urine samples. The family is then switched to an entirely organic diet, tested again, and the results are astounding. The film was viewed more than 25 million times with a total reach of 1.8 billion impressions. What’s more, it changed the conversation about organic food. Urban Living Flow Flow was created from one man’s love for bees and the natural world, and also from his frustration for the loss of bees during the honey harvesting process. For nearly a decade, the Flow creators worked to uncover the best way to harvest honey that was less harmful to the bees – and the beekeepers. A complicated discovery of one successful design soon led to one of the most successful crowdfunding campaigns in history. Flow began with a humble goal of $70,000, and quickly reached that goal in 477 seconds flat. The campaign eventually raised $4,256,970 with over 9,000 contributors – while still maintaining its core intention to raise awareness for how crucial bees are to the natural world. Give a Beep In London, a cyclist is involved in a road accident every other year. Hovding, in collaboration with Edelman Deportivo, created the “Flic” to create awareness, and to hopefully make people give a beep about bicyclist safety. The “Flic” was passed out to over 500 cyclists throughout London, and riders were told to press it whenever they felt “scared or frustrated” on the roads. For every beep, an email was sent to London Mayor Sadiq Khan, and the location was plotted out on a real-time map. That data meant making real change by giving a heads up on which dangerous locations cyclists should avoid, while also encouraging politicians to take real action. -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.
Из-за разногласий с производителем по вопросу отпускных цен крупнейшая британская розничная сеть Tesco сняла с продажи в своём онлайн-магазине десятки наименований популярных продуктов, включая популярный в стране спред для сэндвичей Marmite.OK Британско-нидерландская корпорация Unilever пытается примерно на 10% повысить оптовые цены на ряд товаров, пользующихся большим спросом среди британцев, и объясняет своё решение падением курса британского фунта. Глава TESCO Дэйв Льюис говорит, что компа… ЧИТАТЬ ДАЛЕЕ: http://ru.euronews.com/2016/10/13/weak-pound-prompts-price-punch-up-between-tesco-and-unilever euronews: самый популярный новостной канал в Европе. Подписывайтесь! http://www.youtube.com/subscription_center?add_user=euronewsru euronews доступен на 13 языках: https://www.youtube.com/user/euronewsnetwork/channels На русском: Сайт: http://ru.euronews.com Facebook: https://www.facebook.com/euronews Twitter: http://twitter.com/euronewsru Google+: https://plus.google.com/u/0/b/101036888397116664208/100240575545901894719/posts?pageId=101036888397116664208 VKontakte: http://vk.com/ru.euronews
Из-за разногласий с производителем по вопросу отпускных цен крупнейшая британская розничная сеть Tesco сняла с продажи в своём онлайн-магазине десятки наименований популярных продуктов, включая популя
Из-за разногласий с производителем по вопросу отпускных цен крупнейшая британская розничная сеть Tesco сняла с продажи в своём онлайн-магазине десятки наименований популярных продуктов, включая популя
The tumbling pound signifies a widely held belief that the UK’s impending break with the European Union is more bad news than good for the British economy. Evidence is already visible on Tesco’s website, where a number of Unilever’s familiar brands are unavailable in a tussle over who eats the [...]