News en Swizzels support launch of Great British Puds with new media campaign <p>Guerillascope are delighted to announce a new media campaign from Swizzels, the much-loved confectionary giant.</p> <p>The maker of Love Hearts,?Squashies?and Drumsticks will feature across TV and VOD,?social media and radio?in support of its highly anticipated Great British Puds range of chews, featuring classic flavours such as?Sticky Toffee Pudding, Apple Pie and Rhubarb Crumble.</p> <p>The 30-second ad, produced by Manchester-based creative agency, Cheetham Bell, is poised to air on the likes of Channel 4, ITV Breakfast, Channel 5 and Sky 1, as well as All4, Sky On Demand and STV VOD.</p> <p>Intent on marking its 90th?birthday in a special way, Swizzels held a competition to find the best idea for a new creation. The Great British Puds range was a runaway winner, reflecting the nation’s love affair with nostalgia and home comforts.</p> <p>Reflecting on the campaign,?Sarah-Louise Heslop, marketing manager at Swizzels Matlow?said: “We are looking forward to introducing Mr Swizzels and Great British Puds to our fans using a humorous creative and integrated media plan; we have enjoyed exploring the media opportunities with Guerillascope and putting together a strong launch plan.”</p> <p>Sarah Chappell, commercial director at Guerillascope, added: “We’re thrilled to be working with Swizzels on a campaign that will excite households up and down the country - it’s a pleasure to collaborate with a brand that is so ambitious, enthusiastic and open to ideas.?We look forward to seeing the introduction of Mr Swizzels and his delicious new sweets generate a buzz befitting one of the market’s major players.”</p> <p>It’s been a busy period for Swizzels, with the company also recently releasing?special-edition bags of Love Hearts?in support of the NHS.</p> <p>Bearing messages such as Thank You, My Hero and Be Kind, all profits from the sweets will go to?a dedicated Intensive Care Unit research fund for the Manchester University NHS Foundation Trust.</p> <p>Pick up your Great British Puds?<a href="" rel="nofollow">online</a>, or in selected Asda, Morrisons, B&amp;M, Home Bargains, McColl’s, Premier, Coop, and Spar stores.</p> Wed, 22 Jul 20 11:00:43 +0100 Drum Network Digital agencies beyond 2020: How to survive and thrive in the future <p>The digital agency space has always been highly competitive, fueled by seemingly infinite demand for digital services. While the seismic change prompted by this global pandemic has thrown new challenges at digital agencies, it has similarly brought exciting opportunities. In order to survive under these new conditions, digital agencies are being asked rethink their strategy and product offering in order to keep pace with the changing demands of clients.</p> <p>Wix has released a comprehensive eBook on the shifting position of digital agencies in the aftermath of Covid-19. Providing insights on the changing market as well as predicting trends, this eBook guides agencies through these uncertain times, handing them the tools needed to thrive in the new normal.</p> <p><strong>Download the ebook as a PDF by filling out your details below.</strong></p> <p>&lt;script type="text/javascript" src="<a href=";&gt;&lt;/script&gt;" rel="nofollow">"&gt;&lt;/script&gt;</a></p> <p>It’s time to think competitively</p> <p>From its beginnings, the digital agency space has always been competitive, a characteristic that has been ramped up in recent years with the rapid globalisation of the industry. In order to stay relevant, agencies are feeling the pressure more than ever to remain ahead of the curve and the latest emerging technology.</p> <p>In the aftermath of Covid-19 however, the experts at Wix predict a shift in outlook, with more businesses preferring to work with agencies closer to home. This</p> <p>?time of uncertainty has led to a sense of insecurity, driving businesses to seek solace in the familiar. For agencies, it is wise to expend their energies on fostering strong relationships with these local businesses; this move not only creates a dependable client base but helps to boost the agency’s trust and credibility score. By changing tack and sourcing more local clients, agencies have an obvious advantage over their competitors.</p> <p>Additionally, more and more businesses on the client side are opting for a DIY approach, taking aspects of marketing in-house to save on expense and dev time. The eBook advises agencies to consistently prove its unique value to clients; whether this is through providing a specialist service, or the expertise and resources to educate clients. Whether you provide specialist services or you’re a one-stop-shop, making the distinction is crucial. Of all the emerging technology, zero code web development seems set to have the biggest potential impact on the industry, with agencies finding they can free up valuable time and resources when they don’t have to code everything from scratch.</p> <p>Getting to know yourself</p> <p>During a time of change, taking the time to craft a strong and recognisable brand identity and product offering will pay off in the long run.</p> <p>With more competition than ever before and the rapid uptake of new tools and technologies, many digital agencies are getting lost in the background. However, those agencies that define their exact offering and are able to position themselves accurately in a client’s journey are faring far better than others.</p> <p>Are you a specialist service or a one-stop shop for all client needs? Knowing the answer to this will help your agency to position its offering most effectively, to the clients that need your services most. It creates a top-level transparency between client and digital agency, setting an expectation for between both parties that is easily achieved.</p> <p>Identifying growth opportunities</p> <p>While first contact between a digital agency and a client will be based on finding a solution to a particular need, this initial conversation opens up a multitude of opportunities for both parties.</p> <p>In line with a growing trend among businesses to see all their platforms and marketing channels interwoven and recognisably on brand, it’s important that agencies make sure they are able to offer an integrated suite of professional services. According to a survey conducted by Wix in 2018, services that drive profit include high-end design (49%) and additional marketing services (34%). Being able to offer these surplus services saves clients from having to shop around, while boosting your agency’s profit margins.</p> <p>Still unsure what services your agency should be offering in the future? Go straight to the source. Allowing your product offering to be influenced and developed by what your clients treat as a priority makes good business sense. In results taken from the same survey, services like website design and SEO are predicted to rise in popularity while email marketing is set to plummet. It is important that agencies keep their finger on the pulse, constantly remaining aware of what clients really need.?</p> <p>Level up</p> <p>The speed at which the digital agency space develops is due in no small part to how rapidly new technologies are developed and released into the market. Desperate to remain ahead of the curve, businesses are keen to adopt these new marketing strategies and agencies that show an awareness of how to leverage them effectively, will benefit.</p> <p>Services set to drive business for agencies include zero-code web development (36%), voice-activated systems and VAR (both 21%) and AI (14%).</p> <p>Wix is the world’s ultimate platform for agencies, chosen by over 160 million professionals worldwide. <strong><a href="" rel="nofollow">To gain more invaluable insight into how digital agencies will thrive beyond 2020, access the eBook here.?</a></strong></p> Wed, 22 Jul 20 10:45:00 +0100 Emma Mulcahy Snap says ad sales rebounded in July but warns of Q3 Covid-19 headwinds <p>Signalling a glimmer of hope for the industry, <a href="" rel="nofollow">Snapchat</a>'s parent company has said that its advertising sales rebounded in July following a tough second quarter that saw?brands cut spend because of Covid-19 restrictions.</p> <p>In its Q2 earnings call on Tuesday (21 July) the Venice Beach-based firm noted that ad sales had picked up after growing at a weak rate in the second quarter. So far for July, estimated revenues were tracking 32% higher year-on-year.</p> <p>However, the business has warned that uncertainty around events like back-to-school season and the limited operations of sports leagues could make for headwinds in Q3.</p> <p>The Drum unpacks the social media group's latest financials and how they reflect on the wider industry.</p> <p><strong>What impact has the pandemic had on Snap’s numbers?</strong></p> <ul><li> <p>Snap generated $454.2m in revenue for the three months to June, marking a 17% year-on-year increase, beating analysts' average estimated revenue of $441.6m.</p> </li> <li> <p>This growth was still weak for Snap though. To put into context, in Q1 it noted a 44% year-on-year revenue climb.</p> </li> <li> <p>Snap's number of daily active users rose 17% globally over the same period, clocking in at 238 million. However, again that number represents a slowdown in the user base's year-on-year growth, which?<a href="" rel="nofollow">increased 20% in Q1 2020</a>.?</p> </li> <li> <p>Snap revealed that users opened the app an average of 30-times a day in the second quarter — and increased their watch time of its Shows by 45% year-on-year.</p> </li> </ul><p><strong>What do Snap's ad revenues tell?us about the wider state of the industry?</strong></p> <ul><li> <p>Snap is one of the first tech companies out of the gate to report Q2 earnings following a coronavirus-imposed lockdown, meaning Silicon Valley and Wall St analysts will be watching closely to gauge the health of the digital ad sector.</p> </li> <li> <p>Offering a slither of positivity for Q3 and signalling a route towards recovery, Snap noted that its estimated revenues in July have been tracking 32% higher, year-on-year – well up on the 17% growth rate the app has experienced in the most recent quarter.</p> </li> <li> <p>However, Snap’s chief financial officer Derek Anderson has cautioned investors not to not to bank on this trajectory continuing at the same pace.</p> </li> <li> <p>He explained: "While we are cautiously optimistic that these trends could sustain over time, we are also conscious that operating conditions may remain volatile, and that economic conditions could further deteriorate."</p> </li> <li> <p>"For example, Advertising demand in Q3 has historically been bolstered by factors that appear unlikely to materialise in the same way they have in prior years, including the back-to-school season, film release schedules, and the operations of various sports leagues,"?he added.</p> </li> </ul><p><strong>It also looks like Snap has benefited from Facebook’s advertising boycott</strong></p> <ul><li> <p>Another juicy insight from Snap’s earnings call was that the ongoing advertising boycott against Facebook has “opened the door” to advertisers that wouldn’t usually spend on the platform.</p> </li> <li> <p>Chief business officer Jeremi Gorman said though it was difficult to determine the exact impact of the?<a href="" rel="nofollow">‘Stop Hate For Profit’ campaign</a> (which is seeing advertisers pull spend for the month of July to put pressure on the company to change its hate speech policies), it had led to conversations with high-level execs at brands.</p> </li> <li> <p>“What we do know is that it’s always positive to engage at the highest levels of an organization, and this conversation has opened up the door for us to do that extremely frequently at the CEO and CMO levels,” she said.</p> </li> </ul> Wed, 22 Jul 20 10:30:00 +0100 Rebecca Stewart Hiscox new global CMO on 2021 B2B marketing priorities <p><strong>Former PepsiCo and Unilever marketer Russ Findlay has taken his consumer branding mindset and successfully applied it to everything specialty insurance provider Hiscox does. Having been recently promo</strong><strong>ted, Findlay shares what’s next for Hiscox and offers advice for B2B marketers heading into budget season.</strong></p> <p>It’s not every day that you’ll hear a B2B marketeer espouse the virtues of TV advertising while cautioning not to get too smitten with data, but Russ Findlay isn’t your typical marketer. His PepsiCo and Unilever pedigree has served him well. He was recently elevated to become the <a href="">first global CMO</a> in the 120-year history of Hiscox, a leading specialty insurance provider with a hyper-focus on small and medium-sized businesses. The move is a reflection of the company’s commitment to a joined up global marketing approach as it looks to the future.</p> <p>Fresh off of an on-location TV ad shoot, Findlay says Hiscox plans to spend in ways that B2B companies typically don’t. It is looking to embolden its “<a href="">Encourage Courage</a>” platform with TV spots as early as Q4 in addition to the traditional below-the-line B2B blocking and tackling. The campaign, “celebrates the power of risk, not the paralyzing power of risk. Insurance may be considered a grudge purchase, but it’s a necessary purchase. If something does go horribly wrong, you are right back to where you started. That’s liberating.”</p> <p>Findlay sees the platform as a rallying cry amid a wave of negativity. “The way the insurance industry markets itself is terrible. We, generally speaking, sell fear. Who wants that right now? We’re willing to go against the herd.”</p> <p><strong>Immediate priorities for a global role</strong><br /> Findlay has been with Hiscox since 2013, most recently as US chief marketing officer. Now three-plus months into his new role, he has an initial roadmap in place. In addition to getting fresh creative in the pipeline, his agenda is to:</p> <p><strong>Plan for the next decade.</strong> Findlay stressed that while there are many issues at hand in the next months or year, drawing up a global blueprint for the next decade is a key.</p> <p><strong>Reduce complexity. </strong>There are some areas that can be streamlined, he says. “No need for everyone to reinvent the wheel.”</p> <p><strong>Support the regions, but not centralize marketing. </strong>“We like being nimble country-by country in order to capture the local flavor.” For example, it is now looking to shoot new ads in the UK. Findlay plans to test the creative across markets. “If it tests right, we will consider running it.” B2B specialist gyro is Hiscox agency of record.</p> <p><strong>Create global thought leadership programs. </strong>He will ask each region to see if they want to be on-board with global content programs. ”We don’t want to force people to be a part of something they don’t want to be a part of.”</p> <p><strong>Keep the advertising lights illuminated. </strong>“When things get a little bumpy, don’t shut off your advertising. It’s rule number one. We need to get out there and make sure people understand the features and benefits of our products and services.”</p> <div class="multimedia" contenteditable="false" entity-bundle="gallery_item" entity-id="33341" entity-type="news_components" select="Media"> <div class="multimedia-content" id="multimedia-content"> <div class="dialog_preview" contenteditable="false"> <div class="media-single-element-container"> <div class="media"><img alt="Russ Findlay" src="" /></div> <div class="clearfix">?</div> </div> </div> <div class="loading">Loading...</div> </div> </div> <p><strong>Advice for other B2B marketers as 2021 budgeting begins</strong><br /> Based upon all of the variables at hand, it is certainly not an easy time to begin planning for the coming year. That being said, Findlay feels it’s important for B2B marketers to keep a few key items in mind:</p> <p><strong>Prepare for budget debates.</strong> “If your company has a history of cutting advertising in a down market, you’d better get your story straight about why this is a terrible idea,” he says. “This has been researched for about 80 years. If you’re in planning mode, arm yourself to wrestle over budgets.</p> <p><strong>Shore up your loyalists. </strong>“If you don’t have a deep understanding of your customers, their pain points and concerns, now would be a good time to understand. Invest in some instant research. Go get it.”</p> <p><strong>Remember: B2B is more personal. </strong>Likening B2B to “superhero’s sidekick is misguided,” he says. “We’ve got the email addresses to some of our biggest clients. There is just a level of intimacy, one-to-one marketing and customization. Consumer packaged goods marketers talk about mass customization, but they can’t do it.”</p> <p><strong>Focus on the low-cost ways to build your brand. </strong>This includes e-mail capabilities, technical SEO, and “making sure your content pipeline is in a place that you’re proud of.”</p> <p><strong>Most of all, get your brand story straight.</strong> “It’s important to understand data, but understanding storytelling is where the magic is for brands. B2B brands tend to forget about storytelling as a primary component in a marketing toolkit. It’s not as measurable and people want accountability and attribution, but numbers don’t move people, storytelling does.”</p> <p>Overall, he reminds his peers that “B2B is one of the most enticing places to be as a marketer. The purchase decisions are serious decisions with massive ramifications. You’re not selling a two-dollar soda. You’re selling a product or service that could make or break your company. B2B is high stakes.” With that, in two words, Findlay encourages courage.?</p> <p><strong>To keep up with all our dedicated US coverage,?<a href=";utm_source=pardot&amp;utm_medium=email">sign up for the free daily briefing newsletter.</a></strong></p> Wed, 22 Jul 20 10:00:00 +0100 Kenneth Hein “It can’t be about us, it has to be about you” - marketers on how coronavirus has changed brand messaging <p>With the global pandemic redefining both how consumers live and work, marketers will need to fine-tune their messaging, timing and delivery. In fact, times of uncertainty are when brands need to communicate with their audience who are in dire need of information and guidance, the most. So how should marketers respond to the pandemic, and how can they prepare for the future?</p> <p>The Drum, in partnership with Braze, invited marketers on a panel titled <a href="" rel="nofollow">The New Agenda</a> to discuss the different marketing strategies to prioritise when nothing is business as usual. Hosted by The Drum’s editor Gordon Young, the panel featured Magith Noohukhan, Braze’s product evangelist; Steve Habbi, HSBC’s head of global brand design and management; Peter Markey, chief marketing officer at bank TSB; David Sealey, director of strategy and growth at CACI; Thomas Walker, online marketing and ecommerce manager at Pizza Hut UK; Nina Bibby, chief marketing officer, O2; and Nicholas McCarthy, Merkle’s EMEA Alliances Director - SVP.?</p> <p>For HSBC’s Habbi, the pandemic has shifted marketing so it’s less about the brand and more about talking directly to the customers’ needs, and he would like to see this continue long after the lockdown restrictions are completely lifted. “The key insight we’ve learned is to really listen to our customers not just for the short-term, but for the long-term too.”?</p> <p>He also outlined HSBC’s approach to dealing with the crisis. “One of the first things we did was develop the three R’s – react, respond and rebuild,” he said. “We operate in 60 markets, which is a big area to cover, so it was very important to develop a core strategy that could be applied throughout the business.”</p> <p>Humanity in marketing: how to adapt and react to changes</p> <p>This viewpoint was echoed by TSB’s Peter Markey, who called for more “humanity” in marketing: “The implications of COVID-19? has shown how important it is to make sure your communications are not tone deaf and really reflect the mood of the nation.?</p> <p>“People experience this crisis in different ways so you have to be empathetic and make changes that will help them get through this easier. Humanity right now in our marketing messaging is more important than ever before.”</p> <p>A recent study from Braze and Forrester showed that consumers want sincere, human-like communication from their favourite brands right now, which appears to back up Habbi and Markey’s sentiment. And when asked what some of the biggest changes had been due to COVID-19, Braze’s product evangelist Magith Noohukhan spoke of how some shifts might have taken some brands by surprise.</p> <p>“With everyone locked down at home, consumers have been spending a lot more money and time interacting with brands through digital means.., whether that’s to use the extra time not commuting to do online courses or just buying more groceries,” he explained.?</p> <p>“This has? meant that consumer behavior has changed very rapidly. We analysed 1,000 brands and our data shows that on March 23 there was a 75% increase in new user acquisition compared to the first week of January. A spike in acquisition like this usually happens during the holidays, There’s going to be a lot of changes, and you can’t assume anything anymore. Brands have to make sure their? digital and data strategies allow them to? be agile and ready to react in the right way.”?</p> <p>How do you respond to different consumer needs?</p> <p>David Sealey, director of strategy and growth at CACI cited a similar experience to Braze. “Our own data shows we have taken a five-year leap forward when it comes to brands and consumers taking up digital transformation. There’s a lot of consumers who historically didn’t want to use digital channels for banking or shopping, but their behaviour shifted.”?</p> <p>Yet he also warned: “There’s still a big divide in the UK between consumer groups doing well financially and those hit hardest. We need to be really careful in acknowledging there’s just as many people struggling, as those who are doing okay during the coronavirus.”</p> <p>When asked how brands are preparing for the economy starting to return to normal as social distancing ends, O2’s Nina Bibby said the clever brands will have learned to be more agile and reactive. “When the government said to work from home, we saw a 25% uplift in calls, so we responded by doubling the capacity of our network,” she explained. “This shows how utilising your data and being able to respond to a crisis quickly is very important.</p> <p>Bibby added, “We’ve grown huge ears and the speed of response has been a big change for the business. Before you could plan out a campaign over a year, but now we have to figure out how to shorten those cycles. Seeing someone like Joe Wicks resonate with the nation just by hosting online workout plans has been really great as he’s shown brands what the potential is when responding to a crisis in a fresh way.”</p> <p>For Pizza Hut’s Thomas Walker, the brand had little choice but to embrace the new normal or be left behind.</p> <p>“Contactless delivery and collection can’t just be discussed, but need to be properly implemented,” he said. “If we can embrace digital to help consumers feel safer then we also need to look at how all-you-can-eat-buffet is just not viable anymore. You need to ensure you’re keeping them safe but also offering abundant value to consumers, many of whom are struggling financially right now.” Pizza? Hut, known for its unlimited lunchtime pizza slices and salad bar where customers can help themselves will no longer have the buffet service available and instead food is now delivered to the table for the customers. It is testing new technology so guests can stay at their table and order from their phone.?</p> <p>Discussing how brands can succeed in such a radically different landscape, Nicholas McCarthy, EMEA Alliances director – SVP of Merkle, added, “The brands who succeed will meet customer needs and their communications will be linear and personal. They will be truly empathetic to consumers and be able to back that up with their services, while having the agility to make rapid decisions and act accordingly to social changes.”</p> <p>The panel all agreed that agility and empathy are at the heart of the new normal, and marketers will need to embrace both for post pandemic success. This isn’t a time to push products - brands need to ensure that they are speaking to consumers at a human level and let them know how their services can make their lives easier at such a difficult moment.?</p> <p>As pointed out by <a href=";utm_source=the-drum&amp;utm_campaign=2020-Webinar-0522-TheDrum-VIPRoundtable" rel="nofollow">Braze’s Brand Humanity Index study</a>, more human, empathetic communication leads to better business results and happier customers. If you can put this at the top of your priorities list then you might just come out of coronavirus having learned positive lessons that can set your brand up to win long after lockdown ends.</p> <p><strong><a href="" rel="nofollow">Watch the full session here.</a></strong></p> Wed, 22 Jul 20 09:00:00 +0100 Thomas Hobbs Mapping your marketing to the ‘next normal’ <p>We are all still in the throes of the pandemic and there is no real end in sight. In this ever evolving, ever changing marketing landscape, there is no certainty as to what our new future is going settle down to look like.</p> <p>But we certainly do know one thing: our customer behaviours, needs and expectations won’t be going back to what they were before the pandemic.</p> <p>Where we are heading toward is our next normal. And as marketers, we need to be testing new ideas, making dramatic changes and investing in transformational campaigns. Most importantly, we need to be creating an <a href="" rel="nofollow">agile marketing culture</a> that will thrive in the emerging post-pandemic world, ready to address this next normal and all the ’next normals’ that will inevitably follow.</p> <p>I’d like to share three top level ’next normal’ trends and give some practical questions for you to consider with your marketing teams. Most of these are trends that were already beginning to surface prior to Covid,?and the pandemic has simply accelerated their adoption. But there are elements in each of the trends that are truly newly emerging and need radical new thinking.</p> <p>As a starting point for this analysis, I drew upon our <a href="" rel="nofollow">Digital Marketing Map</a> to kickstart my thinking?and to visualise tactical options for mapping our strategy to the new normal.</p> <p><strong>Trend 1: the great leap to digital</strong></p> <p>Lockdown has, out of sheer necessity and desperation, triggered a quantum leap in our customers’ confidence in using digital platforms, and their corresponding adoption of digital services. We now need to up our games to meet these new expectations.</p> <p>Our customers are not only doing more shopping online, they are now expecting to see other services delivered online too. For B2B businesses, this extends to self service applications and customer support, the use of apps and new interactive technologies.</p> <p>Here, in the UK, the <a href="" rel="nofollow">NHS app</a> has rocketed, being used for online consultations,?to order repeat prescriptions, manage appointments and view medical records.? According to <a href="" rel="nofollow">research by the IPPR</a>, the app could save up to 20,000 additional lives a?year?and an estimated £10bn?for the NHS.</p> <p>If the NHS –?a metaphorical oil tanker –?can change direction rapidly in response to customers’ great leap to digital, then our organisations must too.</p> <p>Questions you need to be asking your marketing team include:</p> <ul><li>How well do you understand the new digital expectations of your customers?</li> <li>How are you measuring and analysing their new digital behaviours?</li> <li>What changes do you need to be making to your user experience, your functionality, your communication style to meet these new expectations?</li> <li>What new customer segments do you need to define and address?</li> </ul><p><strong>Trend 2: the drive towards brand purpose and trust</strong></p> <p>Social values and activism were an emerging trend prior to Covid, and the pandemic has accelerated the focus on buying from companies based on their stand on societal issues.</p> <p>Edelman has published a comprehensive piece of <a href="" rel="nofollow">research on brand trust</a> which reveals trust is now second only to price for purchase and loyalty, overtaking other factors including brand reputation, product performance and ease of access.</p> <p>Most interestingly, it reported nearly seven in 10 respondents are avoiding advertising and depending more on personal experience, peer conversations?and news outlets. The advertising avoidance strategies include adblocking technologies and paying for streaming services in order to see less advertising.</p> <p>Likewise, consumers are even more concerned about personal privacy issues and have heightened concerns surrounding sharing data.</p> <p>As marketers, we need to double down on conveying our brands’?purpose and values, and convey a strong sense of what we stand for or what is important to us.</p> <p>Whether it is corporate social responsibility (CSR) or the campaigns we support, alignment with a specific cause or how we treat or colleagues and clients, we need to focus on conveying our brand purpose and building trust.</p> <p>Questions we need to be asking our marketing teams:</p> <ul><li>How does your brand purpose or vision need to be adapted to the new focus on values, activism and trust?</li> <li>What are your potential points of differentiation when it comes to privacy and data handling?</li> <li>What aspects of trust building behaviours and policies gives us competitive advantage?</li> <li>How do we need to shape our use of advertising channels in this new normal</li> </ul><p><strong>Trend 3: the convergence of home and office</strong></p> <p>What started as a Covid lockdown protective measure is now morphing into a new lifestyle choice as workers and employers are choosing not to return to offices and continue to work from home. That now means the place we call home is a single place where we now live, work, learn and play.</p> <p>Like the other trends I’ve identified, the breakdown between home and office was already happening pre-pandemic, but the change has been accelerated and it looks like the switch is going to stick.</p> <p>In practice, this means our marketing will now need to reach our customers when they are moving more fluidly between personal and professional activities. How can we be sending marketing messages at the appropriate moment without being intrusive?</p> <p>We do not yet have access to data that signals behaviours that occur in working moments and those dedicated to leisure time. Combine this with concerns about privacy and resistance to tracking and it is an entirely new marketing technology landscape. We are going to have to make use of new analytical techniques, retrain our machine learning and rethink our targeting strategies.</p> <p>And we will need to be creating innovation solutions for two-way communications with our customers as they segue between the numerous communications channels they are using simultaneously at home – Alexa, Zoom, Slack, streaming services, social media. All these channels are going to need rethinking in light of the convergence of home and office.</p> <p>Questions to be asking your marketing team:</p> <ul><li>What analytics capability do you have to better understand the home worker’s customer journey?</li> <li>What changes do you need to make to personalise the customer journey and experience as they are seamlessly moving between work and home life?</li> <li>What channels do you now need to be using to reach your customers in this new way of working?</li> </ul><p><strong>Exciting times</strong></p> <p>What lies ahead might be the best of times,?or they might be the worst of times. As marketers, we don’t know what lies waiting for us just ahead round the curve in the road. But we are able to take swift and decisive action on the trends we are detecting now and we can be taking decisions and actions now that position us well for an agile and flexible response to our future ’next normals’.</p> <p><strong>Susan Hallam is the?founder of?Hallam.</strong></p> Wed, 22 Jul 20 09:00:00 +0100 Susan Hallam MBE Coca-Cola readies for ad spend ‘step change’ following lockdown freeze <p>Having <a href="" rel="nofollow">slammed the brakes on advertising in the second quarter of the year</a>, Coca-Cola says it has been afforded some breathing space to “completely rethink” the?investment it allocates to marketing post-pandemic.</p> <p>Coca-Cola reported its largest decline in quarterly revenue in at least 25 years on Tuesday (21 July). However, the company has seen demand improve as global coronavirus restrictions ease.</p> <p>The soda giant’s chairman and chief executive James Quincey told investors the business wants to emerge from Covid-19 in a stronger financial position, which will be supported by a “refreshed marketing approach”.</p> <p>The Drum explores what this means and why it matters.</p> <p><strong>How has Covid-19 impacted Coca-Cola?</strong></p> <ul><li> <p>Coca-Cola reported a quarterly net sales drop of 25% to $7.2bn for the three months to June.</p> </li> <li> <p>Sales have been hammered by the coronavirus-led closure of restaurants, bars, cinemas and sports venues – which account for around half its business.</p> </li> <li> <p>The weak performance comes after stronger numbers from rival PepsiCo, which has been buoyed by its snacks arm.</p> </li> <li> <p>Chief exec Quincey thinks the worst is over. “However, we still have work to do,” he said.</p> </li> <li> <p>Volume trends (a key demand indicator) have improved sequentially in recent weeks, from a decline of about 25% in April to a fall of about 10% in June as lockdowns around the world eased.</p> </li> </ul><p><strong>How has Covid-19 impacted Coca-Cola’s marketing plans?</strong></p> <ul><li> <p>In an effort to cushion its bottom line, <a href="" rel="nofollow">Coca-Cola reined in marketing and other spending across the company at the start of 2020.</a> This was in stark contrast to FMCG firms like Unilever, which bolstered its brand investment as Covid-19 hit.</p> </li> <li> <p>Though it did not officially join the <a href="" rel="nofollow">‘Stop Hate for Profit’ Facebook boycott</a>, the company also announced in late June that it would be pausing all social media advertising for 30 days.</p> </li> <li> <p>“We thought no marketing was going to make much difference in Q2,” Quincey explained to investors on Tuesday, “so we pulled back heavily. We’ll have to gauge and be adaptable as we work through the known unknowns as to which markets it’s going to make sense to invest in from now on.”</p> </li> <li> <p>Elsewhere, John Murphy, chief financial officer at Coca-Cola, cautioned that while some marketing investment will return to pre-Covid levels, the business still needs to be “flexible” and able to adapt its media strategy as events unfold.</p> </li> <li> <p>He also pointed towards a bigger shift, which will see the business embrace a “refreshed” marketing approach: “There’s also an opportunity to use this time to rethink the amount of investment our markets need to run at an optimum level going forward,” he said.</p> </li> <li> <p>Quincey said the brand would continue to be “judicious” about its marketing expenditure and that it would spend more on ads as economic conditions improved.</p> </li> <li> <p>?This will include “a step-change in marketing investment effectiveness and efficiency” according to <a href="" rel="nofollow">a statement from the business</a>. It is?a shift that will see the Coke invest in more robust end-to-end digital capabilities that capitalise on emerging, lasting shifts in consumer behaviours.?</p> </li> </ul><p><strong>Why it matters?</strong></p> <ul><li> <p>Coca-Cola is one of the world’s largest advertisers, with data from Learnbonds indicating that it spent <a href=",in%20the%20last%20five%20years." rel="nofollow">$4.24bn on marketing in 2019</a>.</p> </li> <li> <p>The Costa, Fanta and Sprite owner's sharp downturn in Q2 contrasts with its results during the 2008 financial crisis and its aftermath, when Coca-Cola demonstrated it could outperform in recessions.</p> </li> <li> <p>The brand is one of the first significant spenders to report its financials for the second quarter of the year. The fact that Covid-19 has led to an internal plan for marketing transformation and potential longer-term cuts to spend (or "system-wide efficiencies" as Coke put it)?indicates that more of the same could be expected from other advertisers. ?</p> </li> </ul> Tue, 21 Jul 20 16:20:00 +0100 Rebecca Stewart The Home Depot Rental retooled online to target professional contractors <p>Brunner won the ‘Long-term Strategy’ category at <a href="">The Drum Marketing Awards US 2020</a> with its work for The Home Depot Rental. Here, the team behind the entry reveal the challenges faced and strategies used to deliver this successful project.</p> <p>?</p> <p><em><strong>The challenge</strong></em></p> <p>The Home Depot Rental (THDR) is a leading provider of large equipment such as trenchers, skid steers, mini excavators, pressure washers, chainsaws, tillers, drills, trucks, trailers and other small tools.? The Home Depot Rental has over 1,100+ locations across the U.S. and Canada and provides a one-stop shop experience for professional contractors and experienced DIYers looking to rent large equipment or small tools for their next construction, demolition, repair, renovation, landscape or backyard project.?</p> <p>Prior to June 2018, the brand was known as Compact Power Equipment Rental and had an exclusive partnership with The Home Depot. The company was acquired in Q3 2017, and as a result of the acquisition, The Home Depot combined Compact Power with its existing small tool center, The Home Depot Tool Rental.</p> <p>With all equipment rentals under one roof and brand name, The Home Depot then tasked Compact Power with shifting its primary focus from DIYers to the professional audience. There was an opportunity to build equity around the new brand to ultimately increase conversion.?</p> <p>Competitors like United Rentals and Sunbelt Rentals continue to make large investments in their fleet through acquisitions. However, THDR has the most accessible DIY and professional rental solution in North America, also competing against local providers.?</p> <p>In 2018, Brunner’s campaigns found the primary audience, the professional contractor, converts 75% less efficiently on Facebook compared to the DIYer. THDR needed a way to optimize performance, and to demonstrate results in a granular way.</p> <p>THDR’s measurable objectives were to drive awareness, consideration and conversion across targeted customer segments with the newly created THDR organization and brand. When it came to SEM, the main goal was to capitalize on awareness built from previous campaigns to move leads further down funnel.</p> <div class="multimedia" contenteditable="false" entity-bundle="gallery_item" entity-id="33302" entity-type="news_components" select="Media"> <div class="multimedia-content" id="multimedia-content"> <div class="dialog_preview" contenteditable="false"> <div class="media-single-element-container"> <div class="media"><img alt="Home depot 2 - ride-on lawnmower." src="" /></div> <div class="clearfix">?</div> </div> </div> <div class="loading">Loading...</div> </div> </div> <p>?</p> <p><em><strong>The strategy</strong></em></p> <p>Brunner needed to build brand awareness with the professional audience, and rentals needed to increase for both audiences. THDR made investments in their fleet in order to have professional equipment available to expand their business. These numbers are significant because 90% of The Home Depot’s professional customers rent equipment, but only 25% of them rented from The Home Depot.?</p> <p>Since the needs and frequency of professional rentals are influenced on a regional level, Brunner determined a regional strategy could make an impact within key markets. This approach already showed success with SEM and would allow for targeting to both audiences on Facebook with appropriate messaging to maximize efficiency.</p> <p>?</p> <p><em><strong>The campaign</strong></em></p> <p>Brunner established a campaign structure that included all key delivery markets as their own ad sets with an ad for each equipment category, such as aerial or skid steer. The messaging was developed based on agency-conducted research on which benefits resonate the most with both audiences, which is to communicate the delivery convenience, to drive the most efficiency. A regional structure allowed for the most efficient targeting at the DMA level because it targeted an area big enough for statistical relevance to show results. Brunner also established a dedicated budget for national remarking efforts.</p> <p>Brunner continued the regional SEM structure, extended the use of ad extensions, and expanded text ads to occupy more real estate in the platform. For SEM, most of the budget focused on hypertargeted areas with equipment rental availability. These campaigns housed branded keywords that drove strong conversions at an efficient rate.? Answers to questions specific to your category (See entry pack, this relates to the bullet points under your categories heading)</p> <p>For Facebook, the approach was to provide targeted content that highlights how THDR makes it more convenient to complete jobs or projects. Brunner restructured the campaigns and developed the creative assets needed to have ad units for each equipment rental category. The copywriting remained the same to ensure the variable tested was the equipment category.?</p> <p>The role for SEM was to reach customers at the right time and place with the right message. We focused on controlling the top two positions across both Google and Bing for top performing keywords for both campaigns. The availability of large equipment on the original Compact Power website allowed us to leverage two domains to guard the position.</p> <p>Brunner also needed a platform that could offer granular set up capabilities that ranked high in the consideration set of media habits from the audiences. Google, Bing and Facebook met these qualifications due to breadth of targeting opportunities, placements, and ad unit types available. These opportunities allowed us to construct our granular campaign.</p> <p>?</p> <p><em><strong>The results</strong></em></p> <p>After our combined efforts on Facebook and SEM, Brunner saw a significant increase to our KPIs Y/Y.?</p> <p>Facebook Results:</p> <p>? 95% Y/Y lift in website delivery confirmations (conversions).</p> <p>? 36% Y/Y lift in URL clicks?</p> <p>? 34% Y/Y lift in impressions.?</p> <p>? 53% more efficient cost per delivery confirmation Y/Y.</p> <p>SEM Results:?</p> <p>? 2.51% Y/Y lift in impressions.</p> <p>? 72.71% Y/Y lift in clicks.</p> <p>? 44.11% Y/Y increase in store visits.</p> <p>By conducting a marketing mix model, Brunner was able to show how the strategy made a business impact. We combined online and offline data, such as equipment utilization terms, to help understand impact on sales, which showed that SEM and paid social campaigns had a direct impact resulting in a large media budget increase for 2020. We were also able to better understand how to target equipment availability in regional markets. THDR achieved multiple record-setting weeks in rental transactions.?</p> <p><em>“The Digital team has been a major contributor for our success and our growth.? The team is always pushing the envelope and bringing new ideas. We believe in Brunner.? They are a great partner that brings a lot of passion and dedication to our brand.” - <strong>Shavonne Clark, senior director of marketing communications, The Home Depot Rental</strong>?</em></p> <p>?</p> <p><strong>This project was a winner at The Drum Marketing Awards 2020. To find out which of the Drum Awards are currently open for entries, <a href="">click here</a>.</strong></p> Tue, 21 Jul 20 12:30:00 +0100 Awards Analyst Two-thirds of consumers will continue using social media to the same extent post-lockdown <p>A report published by Influencer and GlobalWebIndex has found that two thirds of consumers think they will use social media to the same extent once restrictions are lifted. This comes as the report also finds that 72% of consumers who follow influencers in the U.S. and the UK say they’re spending more time on social media per day since the outbreak of coronavirus.</p> <p>The news proves that the coronavirus outbreak has shifted the social media landscape in a potentially permanent way. The trends that the marketing industry has seen in recent months are set to have long lasting impacts, with consumers suggesting that their interaction with influencers is here to stay.</p> <p>The report from Influencer offers custom research on influencer marketing alongside existing research on the coronavirus to dig into the impact the outbreak has had on consumers’ behaviors. The survey taken in May 2020, defined their audience as internet users who say they follow content creators/influencers on social media. This definition rendered a sample of 1,056 (UK) and 1,038 (U.S.) internet users aged 16-64.</p> <p>The goal of the report was to unearth the effect that coronavirus has had on influencer marketing and consumer behaviours, as well as consumer relationships to content creators. This report is being used as a guide post for brands concerned with how to successfully work with creators moving forward.</p> <p>Influencer’s findings proved that consumer media use has increased over the coronavirus period, largely because people have been restricted from doing their normal day-to-day activities. The report confirmed that content consumption has risen, showing that 72% of consumers who follow influencers in the U.S. and the UK say they’re spending more time on social media per day since the outbreak of coronavirus.</p> <p>Gen Z already use social media at high levels, however, the research by Influencer has shown that this has increased to 84%. It was found to be only a little lower for baby boomers at 68%, showing that time spent on social media has increased across all age groups. People are using social media at higher levels across the board, and crucially, they see this as something that they will continue to do.</p> <p>One of the key findings of the report was that two-thirds of consumers who follow influencers say they’re likely to continue using social media to the same extent once restrictions are lifted. The report showed that baby boomers are more inclined to say they’re likely to continue using social media to the same extent than Gen Z; 69% of boomers say this compared to 57% of Gen Z.</p> <p>The findings have proven that social media use is at an all time high, and this high is set to continue into 2020 and beyond. Consumer perceptions of social media are shifting, as more people become comfortable with consuming content on social platforms.</p> <p>Read the full report here: <a href="">The Age of Influence: How COVID-19 has propelled brands into the era of influencer marketing</a></p> Tue, 21 Jul 20 12:00:00 +0100 Open Mic ‘Fight the virus’: Ad Council tackles antisocial behaviour against Asian community <p>To draw attention to the antisocial and racist treatment of members of the Asian and Pacific Islander (API) community since the outbreak of Covid-19, the Ad Council has unveiled?‘Fight the Virus, Fight the Bias’ as part of its ‘Love Has No Labels’ campaign.</p> <p>Donald Trump?unashamedly referring to Covid-19 as the ‘Chinese virus’ did nothing but encourage 2,000 reported incidences of discrimination and hate speech against the API community, as the current pandemic continues to see an increase in bigotry and racism.</p> <p>According to a recent survey conducted by Pew Research Center, 31% of Asian adults have reported being?victim to racial slurs or jokes since the outbreak, and 58% of Asian Americans say?this behaviour has increased?in frequency.</p> <p>'Fight the Virus, Fight the Bias' intends to combat the harmful stereotypes, with a film that encapsulates the fear felt by those at the receiving hand of anti-API discrimination. Through a series of personal recounts, it tells the sad tale of abuse against?members of API community who feel physically blamed for the virus.?</p> <p>Pulling off their?face-masks, each narrative details how they are ‘not a virus’ but an essential worker, working tirelessly to help the world cope with the ongoing pandemic. ‘Fight the virus, fight the bias’ they say in unison as the spot concludes. Alongside the PSA, the campaign includes an AR filter, available on the Love Has No Labels Instagram page in the effects tab, to?encourage?users to show solidarity.?</p> <p>“At a time when hateful rhetoric and racially-fueled discrimination are plaguing the API community, it’s critical that we all play a role in dispelling the racist misconceptions and actions pervading our country,” said Ad Council President and CEO Lisa Sherman.</p> <p>“Amid this pandemic and the stresses associated, nobody should have to also endure the added layer of fear that comes from this surge in racial violence and harassment. We hope this film will inspire Americans to rethink their biases and help put an end to the wave of racism facing the API community.”</p> <p>The campaign will be promoted across the channels of Love Has No Labels’ partners, including Bank of America, Google, Johnson &amp; Johnson, and Walmart.</p> <p><a href="">Finding real purpose amid the global pandemic,</a>?the Ad Council has been hard at work on its ongoing national Covid-19 response efforts. Coinciding with Mental Health Awareness Month, the Ad Council approached the issue of youth suicide with a star-studded music video, in a bid to help those who might be struggling during lockdown.</p> <div class="multimedia" contenteditable="false" entity-bundle="gallery_item" entity-id="33325" entity-type="news_components" select="Media"> <div class="multimedia-content" id="multimedia-content"> <div class="dialog_preview" contenteditable="false"> <div class="media-single-element-container"> <div class="media"> <div class="media-youtube-video media-youtube-1">Video of &amp;ldquo;Whatever Gets You Talking&amp;quot; :60 | Seize the Awkward | Ad Council</div> </div> <div class="clearfix">?</div> </div> </div> <div class="loading">Loading...</div> </div> </div> <div> <p>It partners with Comedy Central and?<span data-scayt-word="ViacomCBS’" data-wsc-id="kcvnsuwbc7kongicb" data-wsc-lang="en_US">ViacomCBS’</span>?Entertainment &amp; Youth Brands, to?<a href="">address the effects of isolation on mental health.</a>?It launched an online hub that offered?actionable resources to help people 'Stay Calm', 'Stay Connected', and 'Stay Active while they 'Stay Home.'</p> <p>Alongside that, it?<a href="">created a campaign to thank those on the front lines of the Covid-19</a>?pandemic that featured an unreleased new song from Alicia Keys, titled 'Good Job.' At the beginning of April,?<a href="">it joined forces with Google, the ANA, and other advertising, media, and marketing trade associations,</a>?on an industry-wide movement that begged the American public to '#StayHome. Save Lives'.</p> <p>The movement built on the success of #AloneTogether – a social distancing campaign created by MTV and the Entertainment &amp; Youth Brands of ViacomCBS.</p> <div class="multimedia" contenteditable="false" entity-bundle="creative_showcase" entity-id="33340" entity-type="news_components" select="Creative Showcase"> <div class="multimedia-content" id="multimedia-content"> <div class="dialog_preview" contenteditable="false"> <div class="top"> <h3 class="title">: 'Fight the Virus, Fight the Bias '</h3> </div> <div class="agency"><b>Agency:</b></div> <div class="client"><b>Client:</b></div> <div class="date"><b>Date:</b> July 2020</div> <div class="description"> <p>To draw attention to the antisocial and racist treatment of members of the Asian and Pacific Islander (API) community since the outbreak of Covid-19, the Ad Council has unveiled?‘Fight the Virus, Fight the Bias’ as part of its ‘Love Has No Labels’ campaign.</p> <p>Donald Trump?unashamedly referring to Covid-19 as the ‘Chinese virus’ did nothing but encourage 2,000 reported incidences of discrimination and hate speech against the API community, as the current pandemic continues to see an increase in bigotry and racism.</p> <p>According to a recent survey conducted by Pew Research Center, 31% of Asian adults have reported being?victim to racial slurs or jokes since the outbreak, and 58% of Asian Americans say?this?behaviour?has increased?in frequency.</p> <p>'Fight the Virus, Fight the Bias' intends to combat the harmful stereotypes, with a film that encapsulates the fear felt by those at the receiving hand of anti-API discrimination. Through a series of personal recounts, it tells the sad tale of abuse against?members of API community who feel physically blamed for the virus.?</p> <p>Pulling off their?face-masks, each narrative details how they are ‘not a virus’ but an essential worker, working tirelessly to help the world cope with the ongoing pandemic. ‘Fight the virus, fight the bias’ they say in unison as the spot concludes. Alongside the PSA, the campaign includes an AR filter, available on the Love Has No Labels Instagram page in the effects tab, to?encourage?users to show solidarity.?</p> </div> <div class="additional_credits"><b>Credits:</b><br /> ?</div> <div class="tags"><b>Tags:</b> United States</div> <div class="clearfix">?</div> <div class="slide"> <div class="media"> <div class="media-youtube-video media-youtube-1"> <iframe allowfullscreen="" class="media-youtube-player" frameborder="0" height="374" src="//" title="Fight the Virus. Fight the Bias. | Love Has No Labels | Ad Council" width="498">Video of Fight the Virus. Fight the Bias. | Love Has No Labels | Ad Council</iframe></div> </div> <div class="clearfix">?</div> </div> <div class="clearfix">?</div> </div> <div class="loading">Loading...</div> </div> </div> </div> <p>?</p> <div>?</div> <p>?</p> Tue, 21 Jul 20 12:00:00 +0100 Imogen Watson 三级日本在线观看视频