Tag

E-Most Popular

Browsing

Sephora-Kohl’s, HHS, CVS, Pepsi, Visa, Motel 6, Under Armour, Steinmart,  … and more brands targeting the U.S. consumer right now. 

  • HHS

    Department of Health and Human ServicesThe Department of Health and Human Services on Friday launched a national ad campaign promoting awareness about the forthcoming coronavirus vaccines with a US $150,000 ad buy on YouTube, CNN reports. The ads will stream across YouTube, include clips from a six-minute-and-30-second public service announcement video featuring Dr. Anthony Fauci, FDA commissioner Stephen Hahn and Chief Scientific Adviser to Operation Warp Speed Dr. Moncef Slaoui explaining how vaccines are approved, how they’ve beaten diseases in the past, and how this vaccine can help the U.S. beat the coronavirus pandemic. HHS plans to spend U.S. $250 million on a national education campaign to promote the vaccine in the coming weeks with an emphasis on digital and social media. 

  • SteinMart

SteinMartOn the heels of its purchase of the Radio Shack brand and re-launch of Dress Barn and Pier 1 Imports into online-only businesses, REV) announced that a subsidiary emerged as the winner of a bankruptcy court auction for the  intellectual property of Stein Mart Inc. REV expects to re-launch the off-price family fashion and home goods retailer as an online-only store early next year. The REV subsidiary acquired the Stein Mart nameplate as well as its private label brands, domain names, social media assets, and customer data from Hilco Streambank, an IP advisory firm that was marketing the assets. “Our growing set of investors sees Stein Mart as another important addition to our  increasing stable of venerable brick-and-mortar retail brands that we are bringing back -to-life as online destinations,” said Alex Mehr, CEO of Miami-based REV in a statement. , which, over the last two years, has also acquired such brands as Linens ‘N Things, Modell’s Sporting Goods and Franklin Mint. REV Executive Chairman Tai Lopez said Stein Mart was a pioneer in taking an off-price brick and mortar retail concept online.  “The company’s investments in an omnichannel platform for its offering of designer and private label fashion apparel, shoes, home décor and accessories paved the way for Steinmart.com to post double digit sales growth and increase its average online order to $80,” Lopez said.

Portada LiveJOIN US AT PORTADA LIVE March 24, 2021

At this exclusive virtual event, Brand Decision Makers and Marketing Service Suppliers will share and accelerate knowledge on key topics including multicultural marketing, e-commerce marketing and marketing technologies. To find out about virtual networking solutions at PortadaLive involving a myriad of brand decision makers, please contact Sales Director David Karp at David@portada-online.com.

 

  • CVS

CVS Pharmacy y MasCVS is growing its Hispanic-focused CVS Pharmacy y mas chain, with a special focus on grocery. CVS Pharmacy y más stores are designed to provide an enhanced, convenient and personalized shopping experience specific to local Hispanic communities. The company is opening 12 more CVS Pharmacy y más stores, this time in New York and New Jersey, the first stores of this kind in the Tri-State area. Shoppers will find tailored deals from products and brands they know and love, with a higher level of customer service and lower prices. CVS Pharmacy y más opened locations at 89-11 Northern Blvd. in Jackson Heights and 329-339 Wyckoff Ave. in Ridgewood in November. Other New York stores also opened in the Bronx at 732 Allerton Ave. and 1688 Westchester Ave., as well as in Central Islip at 2 East Suffolk Ave. The store format incorporates bilingual staff and signage, and features more than 1,500 products from trusted Hispanic brands, such as Iberia FoodsYauconoFabulosoTio NachoPilon and Café La Llave. CVS Pharmacy has opened more than 200 CVS Pharmacy y más locations in more than 90 cities across California, Florida, Nevada, Oklahoma, Texas and Puerto Rico since 2015.

  • Sephora-Kohl’s

    Kohls SephoraKohl’s  and Sephora announced a long-term strategic partnership marrying Kohl’s customer reach and omnichannel convenience with Sephora’s service, product selection and beauty experience. “Sephora at Kohl’s” will be a fully-immersive, premium beauty destination, designed within a 2,500 square foot space and prominently located at the front of the store. When the first 200 locations open in Fall 2021, the Kohls.com online beauty selection will also convert to exclusively showcase an expanded assortment of Sephora’s prestige product offerings. The partnership will expand into at least 850 stores by 2023, offering an expansive footprint, a wide-reaching customer base and visibility for Sephora’s brand partners within the prestige environment in which they thrive. Sephora will bring its, playful trial and immersive prestige beauty experience, with more than 100 carefully curated beauty brands to Kohl’s 65 million customers across the U.S. Sephora has 500 of its 2,600 stores in the Americas and Kohl’s has more than 1,150 locations in 49 states, serving 65 million customers, with very limited overlap between the two store networks. Both companies expect that this combined offering of at least 850 Sephora at Kohl’s locations by 2023 will draw new and younger customers to Kohl’s and will bring the Sephora experience to millions of new shoppers and existing members of the Sephora beauty community, who may not live close to a Sephora location. Online, the Sephora at Kohl’s experience will launch on Kohls.com in Fall 2021, making Sephora the exclusive beauty partner on Kohls.com. (Three weeks ago Target and Ulta Beauty announced a similar partnership).

  • Pepsi

    PepsiPepsiCo announced the extension of its partnership with the UEFA Champions League for the 2021/22 – 2023/24 seasons. The continuation follows PepsiCo’s recent announcement of its multi-year premier partnership with UEFA Women’s football through 2025, now presenting a unified and significant presence across football’s prestigious league. SodaStream© joins PepsiCo’s starting brand line-up for its UEFA Champions League activation, alongside the Pepsi® trademark – including Pepsi MAX, Lay’s® and Gatorade™. Doritos®, Ruffles®, Lipton® and 7UP® will also support.

  • Motel 6

    Motel 6Motel 6, the leading economy lodging brand, has selected Barkley, a Kansas City-based independent agency as its new agency of record. The decision comes after an agency review and request-for-proposal process, which kicked off earlier this year and narrowed a field of agencies before awarding the business to Barkley this month. “Motel 6 is an iconic brand with a 58-year history leading the economy lodging segment. A large part of that success has been our commitment to keeping the light on for our guests and being there when and where they need us – and that has been a considerable advantage for us in a year like 2020,” said Rob Palleschi, CEO of G6 Hospitality. “Still, you can’t continue to lead a category in today’s environment without evolving, which is why we are excited to be partnering with Barkley to advance our strategic vision for the brand and shine a fresh, new light on a legacy brand.” In the past few years, Motel 6 has implemented a number of initiatives to restructure and evolve the business in ways that place greater emphasis on its brand management. As part of these changes, the company appointed Adam Cannon to the newly created role of vice president of brand management, and in this capacity he will be managing the Barkley relationship. Simultaneously, Motel 6 has added 98 franchise properties to its portfolio in 2020 and continues to project similar growth into 2021. The introduction of new Brand Standards across independently owned properties and a renewed commitment to consistency around quality, safety, and service through those standards has been a key focus for the brand management team. Barkley will be working with Motel 6 on several key initiatives in 2021, including a ‘return to travel’ campaign, expanding its reach to guests, and aligning across multi-channel marketing efforts.

  • Visa

    VisaVisa has selected Wieden + Kennedy and Publicis Groupe to handle global advertising duties. The financial institution spent US $60 million on measured media in the U.S. last year according to Kantar Media, and an estimated $200 million globally.  W+K succeeds BBDO as lead on creative strategy and major creative advertising initiatives while Publicis Groupe will continue to be responsible for global media and add to its remit production and support for the brand’s “hyper local work,” according to a message posted on the company’s LinkedIn page by Chief Marketing &Communications Officer Lynne Biggar. “Accelerating business for and with our customers means we’re always innovating and pushing forward – exploring new ways to meet evolving needs to achieve impactful outcomes,” stated Biggar. “Our brand and business ambitions warrant having Wieden+Kennedy and Publicis Groupe partner together to expand our brand platform by combining both best-in-class creative and global execution expertise.”

  • Under Armour

    Under ArmourUnder Armour and NBA basketball star Steph Curry launched Curry Brand   on December 1, a collection of “footwear, apparel, and accessories backed by Under Armour’s performance product innovations.”
    Curry Brand features footwear, apparel, and accessories backed by Under Armour’s performance product innovations. But there’s more to the brand than product— a percentage of Curry Brand’s yearly revenue will be invested in under-resourced communities. The goals are as high-achieving as his basketball records: by 2025, the Curry Brand aims to create at least 20 safe places to play, support 125 programs that impact young athletes, and deliver opportunities to train more than 15,000 coaches—making an overall impact on more than 100,000 youth. While Curry Brand’s efforts will eventually reach communities worldwide, they will begin in Oakland, where the brand will collaborate with local organizations like Positive Coaching Alliance and Coaching Corps to provide professional development for every youth sports coach in the Oakland Unified School District and the Oakland Parks & Recreation Department. Oakland will then serve as a model for other regions.

  • Illinois Department of Human Services

    The Illinois Department of Human Services (IDHS) announced the launch of a statewide outreach campaign to Latinx and immigrant communities facing disproportionately high COVID-19 positivity rates. The campaign communicates in Spanish and 16 other languages through a variety of ways to help empower community members to protect their health. “As the COVID-19 pandemic continues, we are seeing that our Latinx and immigrant communities are disproportionately suffering, and it’s a priority for my administration to make sure we’re doing everything we can to share the most accurate and updated information so individuals can protect themselves, their families and their communities,” said Governor JB Pritzker. Officials say the Latinx community has a positivity rate of more than 20%, nearly double the positivity rate among all other races and ethnicities, and accounts for 21% of positive cases in the state.

 

Shopping habits on and offline, brand loyalty, and mobile technology on fire this 2020! A summary of the most relevant consumer insight research. If you’re trying to keep up with the latest happenings, this is your one-stop-shop. Check out the previous consumer insights roundup here.

  • According to a new consumer survey from TD Bank, millennials made nearly four major purchases in the past year on average. In comparison, Gen Xers and Baby Boomers averaged 2.8 major purchases combined. Millennials not only spend more, but they are also more thoughtful about their purchases. According to the survey results, they spend more time, on average, researching major purchases than any other group. Compared to baby boomers and Gen Xers, millennials are also more likely to research products through a retailer’s website, social media, and third-party websites. Also, they’re more likely (39%) to research financing options than their elders (22%).

 

  • The 2020 Deloitte Global Automotive Survey, which questioned more than 35,000 consumers in 20 countries, found U.S. consumers are not very enthusiastic about paying for automotive technology. For instance, 60% of U.S. consumers are unwilling to pay more than $500 for advanced safety technology. In a similar way, 66% of surveyed Americans said they wouldn’t pay for advanced connectivity, 75% for infotainment, 58% for autonomy, and 54% for alternative engine solutions.

 

  • Valassis has released the findings from a study conducted with Kantar, which surveyed 1,000 U.S. consumers about their shopping habits. The study, The Future of How People Shop, found that 68% of consumers believe they have become better equipped to make informed purchase decisions compared with five years ago. Thus, 60% of consumers often research products online before making a purchase, and 62% said they closely read product labels. Many of them also rely on advertising, as 43% of consumers said targeted advertising should be able to guide them through the store to locate products.

 

  • Research by Soti, published by Mobile Marketer, has found that mobile technology is important for better retail experiences. More than three fourths (78%) of U.S. consumers said retailers that implement mobile technology for both shoppers and store employees enable a faster shopping experience. Almost half (45%) of shoppers said they prefer sales associates to use mobile devices for checkout on the sales floor rather than heading to the traditional cash register. In addition, Soti’s data shows 53% of consumers use credit and debit cards, while 23% prefer cash and only 11% use mobile payment apps.

 

  • According to a Criteo study which surveyed over 1,000 U.S. consumers, 73% of shoppers are willing to try new brands they have heard positive things about. Discounts and offers often drive consumers who decide to check out a new brand, agree 93% of respondents. Criteo found 57% of U.S. shoppers rely on apps to look at products and get ideas, 55% use them to check out ratings and reviews, and 58% to make purchases. Overall, Criteo found 52% of shoppers look forward to shopping in stores when they have time. On the other hand, 41% enjoy shopping in stores to understand what’s in style or new, and 37% prefer to do as much online shopping as possible.

 

Portada picked Andy Berman’s brain to find out the history, tips, and insights behind Global Mind’s meteoric rise to advertising fame.

From Analog to Digital: A Mindframe for Radical Changes

Andy Berman, CEO, Global MindAndy Berman considers himself lucky to have been born in his time. Like many of us, he got to live through one of the most powerful social phenomena in humanity: the world’s transition from analog to digital. “Technology came early into my life. I experienced the first signs of change when I was a teenager. I remember my parents buying me my first console, the Atari. Then the Commodore 64, the Amiga, the 128, then the PC XT… Thing is, I learned through change.”. With each bold innovation, Berman was learning to adapt, evolve, and understand technology like a true native.

But how did these experiences help him lead his company through great change and disruption? “Along with progress, I saw lots of people and lots of companies crash and burn”, says Berman. “But you learn from everything, and then you put it to use for your benefit.” And so, and old-school computer geek and his hunger for innovation helped create a full-service, cross channel advertising agency for the future.

The Digital Way or the Highway

Berman had a clear vision from the very beginning. Almost twenty years ago, the internet was barely moving from the dial-up modem to broadband connections. Owning a home PC still felt sci-fi. TV was the undisputed king of media. But pushing into the future, Global Mind’s DNA has been digital since Andy Berman conceived it in 2001. “We were doing digital when digital didn’t matter to anyone. For us, it was everything. For the other big agencies, it was nothing but a tiny slice of the advertising cake. So, we became a white-level agency for others for a long time. We gained so much knowledge of the digital world until the same agencies that shunned digital saw the cake was getting bigger”, explains Berman.

We were doing digital when digital didn’t matter to anyone. For us, it was everything.

However, as soon as companies realized the massive hit they were missing, they started putting together their own in-house advertising teams, fast. Former clients were now “making their own cake”, so to speak, and Berman’s business took a hit.

In order to stay relevant, Global Mind faced its first major change of direction. The company took a leap of faith and started looking for direct clients instead of performing from behind the curtain. “For ten years, we always had direct customers, but it was never our main business. However, we had a strong regional footprint and we went for it. Our track record of having been white-level for so many agencies made customers trust our services”, explains Berman.

The brave and timely switch of business models worked, big time. “We expanded from Argentina to Toronto, then to Mexico, Colombia, and the US”, recalls Berman. And the success went on for years, until they became the biggest independent players in Latin America. But then, at the top of their game, came yet another wave of change. Sometimes the only way of growing is becoming a link on a stronger chain.

An Offer You Cannot Refuse

The Dentsu Aegis Network derives around 60% of its revenue from digital activity across 143 markets. The international giant purchased Global Minds in July 2018. Andy Berman didn’t hesitate when offered the opportunity. He knew that great power would also bring great technology. This made the decision a no-brainer. “Dentsu had the technology we didn’t have; whatever we had was sourced by Google. We sold our company knowing we’d be getting all those benefits, and access to all that data. So we brought together the best of two worlds: an agency with know-how that works well and a global giant with all the technology. We used to be the biggest independent agency in our region, except for Brazil. Now, we’re part of the big six”.

We brought together the best of two worlds. […] We used to be the biggest independent agency except for Brazil. Now we’re part of the big six. 

And if they’d never been purchased by Dentsu? Would that have made a difference? “We would’ve had to make a tremendous investment to get the same technology now available to us”, replies Berman. “Otherwise, we wouldn’t have been able to offer the high-quality service expected from a global agency”. Simply put, either you keep up or you die. But you always move forward.

Andy Berman’s Five Golden Rules for a Media Agency

According to Andy Berman, these are the tenets of a successful media agency. Missing just one of these would mean putting your agency at a dire risk of obsolescence. Follow purposefully:

  1. Take good care of your staff. Choose them well and listen to their needs. “We still have employees from the first day the company started. Loyalty is the result of taking good care of your employees”, says Berman. So keep them happy and motivated and they’ll be there through thick and thin.
  2. Constantly invest in your business. “Challenges are everywhere. Global Minds was founded twenty years ago, and the digital landscape has now changed entirely. We had to invest, change, do a bunch of things to keep up”. There’s no progress without investment, so be generous with your own company.
  3. Fail fast, mend immediately. “You need to try, experiment and do it faster than anyone else. But when you’ve made a mistake, don’t dwell on it. Pick up and learn as much from it as you can”. Err constantly, but wisely.
  4. Don’t follow trends, set them. “We were one of the first agencies to do regional searches, the first to try to get mobile when everyone else thought we were foolishly wasting money”. Trends might be volatile, but so is the market.
  5. Create specialized divisions. Always assign the right task to the right person. “We were one of the first agencies to have a Mobile Media Director. Over the course of 20 years we’ve had a bunch of directors for different things. When something very disruptive comes along, you have to hire someone who knows who to drive that disruption from within the agency”. Without someone fully developing new technologies, the staff would just be grasping at a straw they don’t fully comprehend.

 

What: CommerceNext has published the results of a survey of 100 e-commerce decision-makers, meant to explore similarities and differences in the priorities of traditional and digital-first DTC brands.
Why it matters: The report is meant to be a benchmark that helps marketers evaluate their priorities in terms of how to distribute budget among different technologies and objectives.

 

E-commerce is unpredictable; it forces marketers to be on the lookout for what’s coming next and reacting if only a little bit late can turn out to be fatal. In order to be more ready, decision-makers have to decide what matters more in every step of their strategy, which means having to prioritize investments and objectives. With these challenges in mind, CommerceNext conducted a survey of 100 top marketing executives in traditional and digital-first direct-to-consumer brands.

The objective was to provide a useful benchmark for online retailers to measure their priorities and decide how to distribute budget in the most convenient way. According to the results, even though both traditional and digital-first online retailers point to an increase in marketing budget, digital-first brands are spending way more while also diversifying their strategies. Below are the key insights from the study, titled How Leading Retailers and DTC Brands Are Investing in Digital.

 

Which Investments Did Work in 2018?

In order to compete, marketers need to be quick to decide which investments can help them reach their objectives. According to the study, 65% of respondents said their 2019 e-commerce marketing budget increased over the previous year, while only 10% of marketers are reducing their budget. In 2018, the top marketing investment priorities were acquisition marketing (81%), retention and loyalty marketing (43%) and promotions (32%).

When asked about the results of those investments, acquisition marketing had the highest level of satisfaction rating: 53% of respondents said acquisition marketing met expectations in 2018, and 24% said it exceeded expectations. On the contrary, 52% of respondents said unified customer data (e.g. a single view of the customer) performed below their expectations. Almost the same number had similar levels of dissatisfaction in personalization investments (51%).

Source: CommerceNext

 

What Are the Priorities of Digital-First and Traditional Retailers?

According to the report, consumers have more than doubled the amount of time they spend on DTC brands’ websites over the last two years. Even though all the companies in the study have increased their e-commerce marketing budgets, digital-first DTC brands are spending more: 78% indicated that their 2019 budget is higher than the one they had in 2018, while 60% of traditional retailers said the same.

Because DTC brands are based on data-driven decisions and customer-centric operations, they are growing and evolving at an accelerated pace. As stated in the report: “fueled by venture capital investment, these brands have focused on growth vs profitability.” Therefore, the most significant challenge for this group of brands is “achieving profitability at scale”, with “Managing tech integrations” coming in second, with 33% of DTC brands identifying it as a barrier. This is a side-by-side comparison of what each group considers to be the most significant barriers, extracted from the study:

Source: CommerceNext

How to Make the Best of the 2019 Holiday Season

According to the NRF, the 2018 holiday retail season exceeded expectations. Over 165 million Americans reportedly shopped either in stores or online from Thanksgiving Day through Cyber Monday 2018, and online purchasing, in particular, experienced a 19% increase compared to the previous year. The NRF has forecasted that 2019 retail sales will increase by 3.8% compared to 2018, and the online sales growth rate will increase between 10% to 12%.

DTC brands are increasing their budgets at a higher rate than traditional retailers and spreading that budget more evenly. For example, digital-first DTC brands are increasing their budgets equally (70%) between acquisition marketing and retention/loyalty marketing. On the other hand, traditional retailers are emphasizing acquisition marketing, with 77% of respondents increasing their acquisition budget compared to 64% of traditional retailers increasing their retention budget.

 

 

All images by CommerceNext.

Get our e-letters packed with news and intelligence!