Moving gradually but with the brute force of a tsunami, the natural movement is flowing through every aisle in every store near you, churning up tough questions for every growth-minded consumer-facing business and its innovation efforts.
In our newest white paper, we examine this movement and how we believe it will impact businesses globally.
The document discusses an upcoming conference called SB'15 San Diego that will take place June 1-4. The conference will explore how brands can tap emerging innovations to successfully scale sustainability now. Over 2,500 participants from around the globe will attend workshops, presentations, and networking events to learn about the latest sustainability strategies and share best practices. Topics will include the sharing economy, circular economy, and how to translate sustainability goals into effective brand strategies.
The document summarizes Philip Kotler's presentation on marketing trends and the evolution of marketing from Marketing 1.0 to Marketing 3.0. It discusses the loss of effectiveness of traditional marketing approaches and the need for companies to shift to a more strategic, values-driven approach that focuses on all stakeholders, involves customers in product development, and addresses societal challenges like sustainability. The presentation highlights how marketing must adapt to new technologies, empowered customers, distrust in business, and other trends in order to build strong brands and company reputation.
[Report] The Collaborative Economy, by Jeremiah Owyang
The document provides an overview of the collaborative economy, which is driven by societal, economic, and technological factors and is disrupting existing business models and institutions. Key points include:
- The collaborative economy enables sharing of goods/services between individuals rather than businesses and customers.
- It is fueled by increased population density, sustainability concerns, a desire for community, and generational attitudes.
- Technologies like social networks, mobile devices, and payment systems facilitate peer-to-peer sharing.
- Areas like transportation, products/apparel, hospitality, and office rental have seen disruption as customers transact directly.
For the first time in the history of Interbrand’s Best Global Brands report, there is a new #1 brand: Apple. Interbrand, the world’s leading brand consultancy, publishes Best Global Brands on an annual basis, identifying and examining the top 100 most valuable global brands. With Apple claiming the top position this year, Google jumps to #2 and Coca-Cola, the brand that held the #1 position for 13 consecutive years, moves to #3. This year, the total value of all 100 Best Global Brands is USD $1.5 trillion -- an 8.4 percent record increase over the total value of the 100 Best Global Brands in 2012.
In addition to identifying the top 100 most valuable global brands, this year’s Best Global Brands report also examines the evolving role of leadership as it relates to brands. Interbrand contends that leadership must now be shared. CEOs, CMOs and consumers all have the power to drive the value of the brands they manage or admire.
A Chance for Change: The Tipping Point for Sustainable Business
In 'A Chance for Change: The Tipping Point for Sustainable Business', we feature the voices of inspiring millennials, sustainability leaders and industry experts, and highlight the diverse initiatives already in play.
We hope this report reassures you that change is coming, and inspires you to be a part of the journey. If you are looking for a partner in developing your sustainability story, start a conversation with us today.
We hope you enjoy reading this report and invite you to share your feedback and tips with us @PeoplesLab or reach out to us on Twitter @msl_group.
Dachis Group - Lessons Learned from 2011 Shopping Season
The document analyzes major retailers' social media efforts during the 2011 holiday shopping season. It finds that retailers who implemented sustained branded marketing campaigns across traditional, digital, and social media generated the most relevant conversations. Specifically, Best Buy, Target, and Kohl's saw success by tightly linking their branded TV ads and paid social media to specific hashtags and themes. However, Kohl's momentum declined once its initial activities ended. The document recommends retailers take a more integrated and sustained approach to branded campaigns around major events like holidays to drive conversation within their consumer networks.
As estratégia da inteligência, vem de suprimentos necessários a uma satisfação que seja adequada ao objetivo almejado. Inteligencia é saber dar tempo ao tempo, usufruindo apenas o necessário, em prol da economia de caracteres, e armazenamento, abastecendo sempre a fonte de possíveis buscas em necessidades inesperadas, onde as experiencia do ontem será o professor do amanhã.!.
More companies are adopting sustainable business models that consider environmental and social impacts, not just profits and shareholders. This is driven by consumer expectations, empowerment, and demands for corporate social responsibility. Effective measurement of economic, social and environmental performance allows companies to understand trade-offs and stakeholder perceptions, which influence reputation. Managing reputation among stakeholders is important for competitive advantage and business outcomes like brand equity and social license to operate.
The Covid-19 pandemic is now just one of several crises to which we are all adapting. While the world is in various stages of reopening after the first Covid-19 wave, there is no consensus on what the next wave will look like or the severity of its impact. Many were quick to declare that our behaviours and attitudes had been fundamentally and forever shifted by the pandemic and the resulting lockdown. But what has really changed, and what changes will be sustained? How do brands and businesses plan for this uncertain future?
In Conversations That Matter—The Return To Growth in Turbulent Times, our speakers will discuss the challenges to returning to growth facing brands around the world.
The document discusses trends in creativity and future-proofing businesses. It identifies four key trends: 1) Investing in creativity works and leads to higher ROI, according to a Forrester study. 2) Views on in-housing creativity versus outsourcing are mixed, but a hybrid model may work best. 3) Technology and creativity must work together to solve problems. 4) Agencies are applying new methods and approaches like collaborative processes to stay relevant and drive revenue. The conclusion emphasizes exploring new creative methods and models to future-proof businesses and ensure high-quality, award-winning work.
#Workplace #burnout has been creeping subtly and impacting us in ways we do not usually notice.
With the covid-19 pandemic, the issue has become all the more significant.
About a third of Indians are facing increased burnout at work and are exploring multiple solutions to handle the issue.
How is #Jobburnout impacting them? Can #businesses and #brands help to counter this impact?
We at Wolfzhowl believe in investigating societal truths and understanding their implications on society, industries and brands.
Read further to explore!
www.wolfzhowl.com
#InsightSeries by #Wolfzhowl #Workfromhome #health #work #life #employees #management #business #strategy #Homeoffice
The document discusses an upcoming conference called SB'15 San Diego that will take place June 1-4. The conference will explore how brands can tap emerging innovations to successfully scale sustainability now. Over 2,500 participants from around the globe will attend workshops, presentations, and networking events to learn about the latest sustainability strategies and share best practices. Topics will include the sharing economy, circular economy, and how to translate sustainability goals into effective brand strategies.
Philip kotler marketing_3.0_seminar_april_4_2011snehalpurohit
The document summarizes Philip Kotler's presentation on marketing trends and the evolution of marketing from Marketing 1.0 to Marketing 3.0. It discusses the loss of effectiveness of traditional marketing approaches and the need for companies to shift to a more strategic, values-driven approach that focuses on all stakeholders, involves customers in product development, and addresses societal challenges like sustainability. The presentation highlights how marketing must adapt to new technologies, empowered customers, distrust in business, and other trends in order to build strong brands and company reputation.
The document provides an overview of the collaborative economy, which is driven by societal, economic, and technological factors and is disrupting existing business models and institutions. Key points include:
- The collaborative economy enables sharing of goods/services between individuals rather than businesses and customers.
- It is fueled by increased population density, sustainability concerns, a desire for community, and generational attitudes.
- Technologies like social networks, mobile devices, and payment systems facilitate peer-to-peer sharing.
- Areas like transportation, products/apparel, hospitality, and office rental have seen disruption as customers transact directly.
For the first time in the history of Interbrand’s Best Global Brands report, there is a new #1 brand: Apple. Interbrand, the world’s leading brand consultancy, publishes Best Global Brands on an annual basis, identifying and examining the top 100 most valuable global brands. With Apple claiming the top position this year, Google jumps to #2 and Coca-Cola, the brand that held the #1 position for 13 consecutive years, moves to #3. This year, the total value of all 100 Best Global Brands is USD $1.5 trillion -- an 8.4 percent record increase over the total value of the 100 Best Global Brands in 2012.
In addition to identifying the top 100 most valuable global brands, this year’s Best Global Brands report also examines the evolving role of leadership as it relates to brands. Interbrand contends that leadership must now be shared. CEOs, CMOs and consumers all have the power to drive the value of the brands they manage or admire.
A Chance for Change: The Tipping Point for Sustainable BusinessMSL
In 'A Chance for Change: The Tipping Point for Sustainable Business', we feature the voices of inspiring millennials, sustainability leaders and industry experts, and highlight the diverse initiatives already in play.
We hope this report reassures you that change is coming, and inspires you to be a part of the journey. If you are looking for a partner in developing your sustainability story, start a conversation with us today.
We hope you enjoy reading this report and invite you to share your feedback and tips with us @PeoplesLab or reach out to us on Twitter @msl_group.
Dachis Group - Lessons Learned from 2011 Shopping SeasonDachis Group
The document analyzes major retailers' social media efforts during the 2011 holiday shopping season. It finds that retailers who implemented sustained branded marketing campaigns across traditional, digital, and social media generated the most relevant conversations. Specifically, Best Buy, Target, and Kohl's saw success by tightly linking their branded TV ads and paid social media to specific hashtags and themes. However, Kohl's momentum declined once its initial activities ended. The document recommends retailers take a more integrated and sustained approach to branded campaigns around major events like holidays to drive conversation within their consumer networks.
As estratégia da inteligência, vem de suprimentos necessários a uma satisfação que seja adequada ao objetivo almejado. Inteligencia é saber dar tempo ao tempo, usufruindo apenas o necessário, em prol da economia de caracteres, e armazenamento, abastecendo sempre a fonte de possíveis buscas em necessidades inesperadas, onde as experiencia do ontem será o professor do amanhã.!.
More companies are adopting sustainable business models that consider environmental and social impacts, not just profits and shareholders. This is driven by consumer expectations, empowerment, and demands for corporate social responsibility. Effective measurement of economic, social and environmental performance allows companies to understand trade-offs and stakeholder perceptions, which influence reputation. Managing reputation among stakeholders is important for competitive advantage and business outcomes like brand equity and social license to operate.
The Covid-19 pandemic is now just one of several crises to which we are all adapting. While the world is in various stages of reopening after the first Covid-19 wave, there is no consensus on what the next wave will look like or the severity of its impact. Many were quick to declare that our behaviours and attitudes had been fundamentally and forever shifted by the pandemic and the resulting lockdown. But what has really changed, and what changes will be sustained? How do brands and businesses plan for this uncertain future?
In Conversations That Matter—The Return To Growth in Turbulent Times, our speakers will discuss the challenges to returning to growth facing brands around the world.
David Idagu argues that companies should go beyond innovation and "OUTnovate" by thinking beyond what customers and data say they want. He says most companies focus too much on incremental improvements and added value rather than taking risks to create new benchmarks and total value for customers. As an example, Coca-Cola stopped competing only with Pepsi and instead aimed to compete with water, creating a new standard of value. Idagu claims the only way for companies to beat competition is to stop trying to directly one-up competitors and instead reconstruct market boundaries to provide overall greater value.
1) According to Harvard professor Clayton Christensen, outstanding companies can do everything right and still lose their market leadership.
2) Technological innovation is accelerating due to globalization and competition, but consumers are struggling to adopt new technologies at the same pace due to preferring to stay within their comfort zone.
3) We have entered an "application age" where the real meaning of innovation is in how technologies are used in daily life, rather than just their capabilities. Focusing only on what is technologically possible without considering actual adoption can widen the gap between innovation and social use.
Success in the "Pull Economy" means understanding that a number of significant business principles have changed. In a hyper connected world information flows much faster and more freely. Organisations as a result are subjected to a growing level of collective intelligence and value creation from outside the company's walls brought on by the increased collaboration of customer/consumers, consumers, employees and suppliers in what is now a much larger ecosystem of data, conversation, innovation and participation. There needs to be a knowledge framework to help companies manage this transformational change and maximise as much value from it in a way that benefits the business and the customer/consumer.
What's Next: Health & Wellness - Disruption & Adapting for the ReboundOgilvy Consulting
The COVID-19 crisis is rapidly changing how individuals are managing their health and well-being, approaching life with more gratitude and resilience. Digital health solutions adoption is booming as are some wellness sectors, and will contribute to the emergence of new healthcare models faster than expected.
In this webinar, learn how it will become essential for any healthcare provider to propose compassionate and empathetic care experiences to their clients, leveraging wellness to stay relevant in these turbulent times. Join us to understand some quick wins and envision your post-crisis healthcare shift.
The PurPle Index ranks companies on how well they have engaged people around their purpose and initiatives online. Here, we look at four opportunity areas -environment, education, health and human potential. Find out how the Fortune Global 100 companies fare and connect with us to help your brand define its purpose. Visit purple.mslgroup.com
Are You Measuring The Right Social Media Metrics?Emarketeers
It was Einstein who said "just because you can measure something doesn't mean you should".
In the world of social media, Facebook 'likes' are very easy to measure, but very hard to value. Is it therefore possible that we are basing our activity in social media around things that are easy to measure, rather than the things that create the most value?
In this lunchtime webinar, Richard Stacy discusses the value of measuring social media metrics and which ones we should be focussing on.
The End of Business as Usual Rewire the Way You Work to Succeed in the Consum...Brian Solis
The End of Business as Usual by Brian Solis is available on GetAbstract for those who need the key takeaways but don't have the time to read the entire book.
Takeaways:
The digital revolution is radically transformative for businesses. These changes are not just technological. They directly affect consumer behavior. Companies that cannot adapt to these changes face obsolescence. Businesses used to define their brands. Today, “connected consumers” define them. Companies must connect with consumers on a personal basis. They must treat consumers as valued partners, not just as sales targets.
To build relationships and win sales, companies need to create satisfying experiences for their connected consumers. The way people connect online activates distribution chains that rival any broadcast network. To earn the trust of connected customers, businesses must engage them online in a positive way. You must appeal to customers’ emotions. Through such engagement, businesses stay relevant and build a robust future.
What You Will Learn
1) What strategies will help you exploit the nature, extent and impact of the digital revolution; 2) What influence “connected consumers” wield; and 3) How organizations can engage them effectively.
The document summarizes key concepts in evolution including Darwin's theory of natural selection. It discusses early theories of evolution from Jean-Baptiste Lamarck and how Darwin's voyage on the HMS Beagle and observations of species on the Galapagos Islands led him to propose natural selection in his 1859 book On the Origin of Species. Natural selection proposes that individuals with favorable traits are more likely to reproduce and leave more offspring, gradually changing the traits of a population over generations. The document also outlines evidence of evolution such as fossils, taxonomy, and molecular biology as well as mechanisms of microevolution like genetic drift and gene flow that can lead to speciation, the evolution of new species.
How to cook up meaningful innovation with an innovation lab.
The way businesses need to organize and behave has fundamentally shifted. Across industries, companies, and organizational functions, we have heard many of the world’s most innovative companies echo the same challenge: businesses must urgently embrace a more nimble and entrepreneurial approach in order to stay competitive. We call this challenge of how big companies can leverage scale while staying innovative “big entrepreneurship.” Incubating Innovation is one of five pieces in our report, Big Entrepreneurship, aimed at deconstructing some of the complex challenges around big entrepreneurship and provide actionable insights for business leaders.
This report was created by Fahrenheit 212, a global innovation strategy and design firm. We define innovation strategies and develop new products, services, and experiences that create sustainable, profitable growth for our clients. We challenge the belief that innovation is inherently unreliable and have spent the last decade designing the method, building the model, and assembling the minds to make innovation a predictable driver of growth for our clients' businesses.
The document discusses several key topics related to evolution and natural selection:
- It defines what a species is and explains that adaptations help organisms survive and reproduce.
- It notes that scientists observe species changing over time through the process of evolution as populations gradually change.
- Fossils found in rock layers provide evidence of past life and allow scientists to construct a timeline of life known as the fossil record.
- It discusses Charles Darwin's voyage on the HMS Beagle where he made observations of finch beak variations on the Galapagos Islands that influenced his theory of evolution by natural selection.
Darwin's discovery of natural selection is considered a scientific theory rather than a fact or hypothesis. A theory in science is an explanation or model supported by evidence from observation and experimentation. The Theory of Natural Selection proposes that species evolve over generations as favorable inherited traits become more common through the process of survival of the fittest. Darwin initially proposed natural selection as a hypothesis, or educated guess, but it is now accepted as a scientific theory that best explains how evolution by natural selection occurs.
The document summarizes Darwin's theory of natural selection. It explains the key factors of Darwinism: rapid multiplication of organisms, limited environmental resources causing competition, variation between individuals, and survival and inheritance of beneficial traits. Through this process of natural selection over generations, species gradually change and new species may form as variations accumulate. The theory helped explain the evolution of species and adaptation to the environment. It contrasts with Lamarckism in its view of inheritance and lack of internal forces driving evolution.
Creating Growth From Retail's New CrossroadsFahrenheit 212
While empowerment, loyalty & customer service are well established drivers of growth, confidence is a meaningful consumer driver in search of tangible mechanisms.
Charles Darwin developed the theory of evolution by natural selection after observing that species evolve over generations through natural processes. His theory proposed that species share common ancestors and that traits within a population become more or less common through natural selection as organisms with beneficial traits are more likely to survive and reproduce. The theory can explain how antibiotic resistance has developed in bacteria, as bacteria with genetic mutations that allow survival despite antibiotics will pass on those resistance traits.
Charles Darwin developed the theory of natural selection after making observations on his voyage on the Beagle and gathering evidence that species adapt to their environments over generations. Through natural selection, individuals with traits better suited to the environment are more likely to survive and pass on those traits, causing populations to evolve over time. Darwin's observations of related but different species on the Galapagos Islands provided evidence that all life shares a common ancestor that diverges through this process of descent with modification.
This document summarizes key aspects of the theory of evolution through natural selection as described by Charles Darwin. It discusses how Darwin observed similarities between plants and animals in the Galapagos Islands and South America, leading him to propose that their ancestors had migrated and evolved over time through natural selection. The document then defines natural selection and adaptation, and describes evidence that supports evolution, including fossils, homologous and vestigial structures, and similarities in DNA and proteins between related species. It provides examples of Darwin's finches and the formation of new species through divergence and speciation.
This document outlines a proposal for a new distribution model for Lowe's Home Improvement. It discusses insights into consumers, the company, and the home improvement retail category. It then poses a question about how a "hub-and-spokes" warehouse and distribution model could lower purchase costs for consumers and allow for more tailored customer service by decentralizing some operations away from large centralized stores. The document also references business consulting, storytelling, and media studio services from an organization called Humanity Compassion through Story.
Designer Games - Creative Exercises to Enhance Your WorkJohn H Douglass
Ultimately we’re all fighting for users, but which ideas will win their favor? Sometimes, in the battle arena of meetings, requirements and design reviews, the loudest voice gets heard but not necessarily the best. Sometimes design sensibilities and user feedback take a backseat to politics, short-term goals or decisions by committee. In this talk you’ll learn more about a few useful weapons, such as gamestorming and design critiques, to make sure the best ideas win.
3 keynote dtaiwan20100907_ntu_3_bruce_empathy_cPraludium Liu
Here are some potential interview questions and observation locations your team could consider:
Questions:
1. Tell me about your daily routine.
2. What challenges have you faced related to (topic)?
3. What do you enjoy most about (topic)?
4. How has your experience with (topic) changed over time?
5. What would help make (topic) easier for you?
Observation:
Your local senior center - observe activities, interactions between seniors, accessibility of space.
Natural selection is the process by which organisms with traits that help them survive and reproduce in their environment become more common over generations. When resources are limited, competition arises between organisms. Those with useful adaptations, like camouflage, are more likely to live on and pass their traits to offspring. Over time, natural selection leads populations to become dominated by organisms with adaptations suited to the environment.
This document presents an overview of evolution through natural selection. It defines evolution as cumulative heritable changes in a population over time. It provides evidence for evolution through fossil records showing changes over generations, as well as examples of artificial and natural selection leading to changes in populations. Specifically, it discusses how overproduction of offspring combined with variation and environmental pressures results in natural selection of traits increasing the chance of survival, and gives examples of antibiotic resistance in bacteria and pesticide resistance in rats evolving through this process.
Darwin's observations of animals in South America and the Galapagos Islands led him to form ideas about evolution. He noticed that related species on the different islands had adaptations suited to their local environments. This helped Darwin develop his theory of natural selection, where organisms better adapted to their environment are more likely to survive and pass on their traits, leading to evolution over generations as populations adapt to their surrounding conditions.
This document discusses the growing problem of antibiotic resistance around the world. It provides statistics on antibiotic resistance in the US, Europe, and Middle East. It describes "superbugs" emerging in India that are resistant to many antibiotics. Ongoing research is working to understand the evolution of resistance and improve databases tracking resistance. The ND4BB initiative is working across Europe to address antibiotic resistance through projects that create clinical networks, study how resistance spreads between bacteria, and develop new drug discovery platforms. Experiments are described that use different antibiotics to study resistance development and cross-resistance at a genomic level. Databases like ARDB track known antibiotic resistance genes.
Natural selection is the process by which organisms with traits that better suit their environment tend to survive and pass on those traits, while organisms with less advantageous traits tend not to survive or reproduce. Charles Darwin observed that organisms vary, some are better adapted to their environment, and these better-adapted organisms are more likely to survive and reproduce, passing on their favorable traits. Over generations, this leads to changes in the characteristics of populations and evolution of species as the proportion of individuals with beneficial traits increases.
Evolution is the process of change over time. Charles Darwin proposed natural selection as the mechanism of evolution. Natural selection occurs in four steps: overproduction of offspring, variation among individuals, competition for limited resources that results in survival of the fittest, and adaptation of traits that increase survival. Evidence that supports the theory of evolution includes the fossil record, homologous structures, vestigial organs, embryology, and biochemical comparisons.
This document discusses modern consumer snacking culture and trends among Millennial snackers. It finds that snacking now accounts for 50% of eating occasions and is driven by cultural trends prioritizing self, society, and the planet. Millennial snackers expect brands to prove their positive impact in these areas through policies, practices, performance, and verification. They also seek snacks that align with their values around health, community, and environment over just value and price. As such, brands must understand and embrace these trends to succeed in the snacking market.
Strategy>Shift guide: 9 Ways to Promote Sustainability without GreenwashingThinkshift Communications
Avoiding greenwashing is a real communications challenge—even for the most sustainable companies. That telltale streak of hyperbole is easy to spot when others are doing it, but much harder to see in your own marketing. At the same time, audiences are more skeptical than ever—and they have the means to call you on it when you overreach.
That’s no reason to shy away from promoting environmental benefits, though. Follow the advice in our "9 Ways to Promote Sustainability without Greenwashing" Strategy>Shift guide, and you can make your case with confidence. It gives you a concise set of guidelines and why they matter, plus tips for staying inside the lines.
How Generational Preferences Affect Audience Engagement for Dietary Suppleme...CBD Marketing
Conducted by CBD Marketing in Chicago, this study analyzes consumers across different generational segments and how their unique preferences can impact the marketing strategies of dietary supplement brands.
Don't Assume: How Generational Preferences Affect Audience Engagement for Di...CBD Marketing
Conducted by CBD Marketing in Chicago, this study analyzes consumers across different generational segments and how their unique preferences can impact the marketing strategies of dietary supplement brands.
Don't Assume: How Generational Preferences Affect Audience Engagement for Die...CBD Marketing
Conducted by CBD Marketing in Chicago, this study analyzes consumers across different generational segments and how their unique preferences can impact the marketing strategies of dietary supplement brands.
This document provides perspectives on greenwashing from key stakeholders such as customers, regulators, activist NGOs, and media. It finds that while demand for green products is growing, trust in companies' environmental claims is low. Greenwashing hurts companies' brands and slows sustainability efforts. The document seeks to help companies avoid greenwashing by properly assessing their impacts, developing strong environmental strategies, and clearly communicating their efforts.
This document provides perspectives on greenwashing from key stakeholders such as customers, regulators, activist NGOs, and media. It finds that while demand for green products is growing, trust in companies' environmental claims is low. Greenwashing hurts companies and slows sustainability efforts. The document examines definitions of greenwashing, types of misleading claims, and why greenwashing persists due to strong consumer demand and lack of oversight. It aims to help companies understand greenwashing and communicate about their impacts effectively.
CONSUMER BEHAVIOR: THE PSYCHOLOGY OF MARKETING By Dr.Mahboob Khan PhdHealthcare consultant
One "official" definition of consumer behavior is "The study of individuals, groups, or organizations and the processes they use to select, secure, use, and dispose of products, services, experiences, or ideas to satisfy needs and the impacts that these processes have on the consumer and society." Although it is not necessary to memorize this definition.
Running is a form of physical exercise that involves moving at a speed faster than walking. It is a popular recreational activity as well as a competitive sport. Regular running provides significant health benefits such as improved cardiovascular fitness, weight control, and reduced risk of diseases.
Selas Turkiye Consumer Behaviour And Marketing Strategy ProjectZiya NISANOGLU
The document discusses consumer behavior and marketing strategy. It covers several topics related to understanding consumer psychology, decision-making, and how consumers are influenced. Understanding consumer behavior allows marketers to better tailor their strategies and messaging to appeal to consumers more effectively. Several research methods for studying consumers are also outlined, including surveys, experiments, focus groups, and observation. The goal of consumer analysis is to allow marketers to segment the market meaningfully and "treat" each segment differently based on their needs and preferences.
Great things in business are never done by one person. They're done by a team of people.
Technology is nothing. What's important is that you have a faith in people, that they're basically good and smart, and if you give them tools, they'll do wonderful things with them.
That's been one of my mantras - focus and simplicity. Simple can be harder than complex: You have to work hard to get your thinking clean to make it simple. But it's worth it in the end because once you get there, you can move mountains.
Steve Jobs
CEI’s Values Based Communications Project
Our Challenge: Make Good Policy Good Politics
Our Question: Just because we’re right, do we have to lose?
CEI’s communication work suggests the answer should be a resounding NO!
Capitalism creates a massive middle class
Produces entrepreneurs and intellectuals
Intellectuals criticize (envy) and de-legitimize entrepreneurs
Culture grows skeptical of business, support for government intervention grows.
Wealth creation suffers, individuals suffer.
The document provides guidance on how brands can respond to changing consumer behaviors and opportunities during the COVID-19 pandemic. It outlines 4 ways brands are responding: 1) adapting manufacturing to provide essential supplies, 2) discounts/free products, 3) priority shopping, and 4) supporting those impacted. The document also discusses why brands should respond to meet rising consumer expectations of financial, emotional, and practical support. While marketing budgets are decreasing, the document argues brands should maintain marketing to build long-term brand awareness and mental availability, as those who cut marketing often see declines later. It identifies 5 new opportunities for brands during this time: understand customer reality, sell when people want to buy, clear backlogs, plan for recovery, and strengthen
Now, next and near future: Our planning framework for Covid-19 and beyondDani Goodwin
Here at twentysix, we’ve been working non-stop to guide our clients through these uncertain times. From this experience, we’ve produced a free marketing strategy playbook to support businesses with the now, next and near future.
Costco plans to launch Costco "Nature", a new store focused on natural and organic foods. It will target health-conscious consumers in select locations. Key positions like CEO, marketing specialist, and buyers will need to be filled. The stores will offer a wide selection of produce and prepared foods made from ingredients in the store. iPads will be used to provide nutritional information, recipes, and sources for products. Research shows consumers of organic foods tend to be more educated. Costco "Nature" aims to utilize technology like the iPads to provide information to these consumers. Whole Foods will be the main competitor due to its focus on organic products and brand image, though its prices are seen as high. Costco
This document previews a consumer trends report focused on trends in 2018. It discusses gathering insights from over 250 people across different industries to identify shifting consumer expectations. Seventy-five trends impacting healthcare, marketing, consumers, digital and commercial models were identified. Specific trends are outlined covering topics like home DNA testing, cost transparency, information consumption speeds, anxiety levels, fatherhood trends, political activism, direct-to-consumer brands, inclusive products, the rise of plant-based diets, women's advancement, engaged health consumers, and choosing childfree lifestyles. The document emphasizes understanding shifting experiences and expectations to effectively engage consumers.
The document discusses how the COVID-19 pandemic has impacted perceptions of time, distance, and accessibility. It suggests that while lockdowns have given people more time at home, this time often feels elongated yet stressful. It also discusses how the pandemic has increased support for local businesses but also highlighted global interconnectedness. The document argues that brands will need to adapt to these changing perceptions around time, distance, and accessibility to better meet consumer needs and expectations in 2021.
NACM Agricultural Suppliers Meeting, Jan 20, 2017 at the Hilton Conference Center in Gainesville, FL. The slides accompany a presentation about how to explain agricultural concepts to the public, borrowing from what has been learned from psychology, crisis communication and public service.
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2. Natural Selection 2
Moving gradually but with the brute force of a
tsunami, the natural movement is flowing through
every aisle in every store near you, churning up tough
questions for every growth-minded consumer-facing
business and its innovation efforts.
3. Natural Selection 3
By now, the natural movement’s beginnings a few
decades ago seem quaint and cute, tucked away in quiet,
crunchy natural specialty outlets where the snacks tasted
like recycled cardboard, the deodorants left you naturally
odiferous, the toothpaste was chalky and the skin
creams left you spotty.
Initially laughed off by big business as a permanently
fringe vestige of the Woodstock generation —a largely
symbolic push-back against consumerism and the toxic
side-effects of scientific progress — the aspiration for
more natural lifestyles has transcended those origins
and never looked back.
Fast-forward to today and the natural movement is a
powerful market-changing force rapidly transforming
a host of verticals, categories, and channels that once
scoffed at its importance.
Natural
Origins
4. Natural Selection 4
markets. The world’s fastest growing markets for natural
personal care, for instance, are Brazil and China, with the
latter racking up 24% growth in 2013. That’s a lot of green.
With much of this growth coming at the expense of
established, less natural products, the movement
is opening doors for new winners, denting unresponsive
incumbents, reshaping retail, and remaking consumer
expectations on the way.
It took a while, but big business is now gulping the natural
Kool-Aid, for the obvious reason that natural is now worth
a fortune. Sales of “natural products” — a loosely defined
amalgam of things sitting at the crossroads of simplicity,
sustainability, health and wellness, less bad stuff and
more of nature’s bounty — are growing at rates that many
big companies can only envy, and with a breadth that few
saw coming.
What began in natural channels has gushed into
mainstream grocery, which now accounts for the majority
of natural product sales. Surprising though it may be,
Costco is surpassing Whole Foods as the biggest purveyor
of organic foods in the U.S.
From its original beachhead in food, the natural
wave has now hit dozens of categories spanning
food & beverage, health & beauty, household products
and more.
And what was initially seen as a mature market
phenomenon has proved equally powerful in emerging
Natural
Growth
6. Natural Selection 6
On the whole, big manufacturers’ responses to the
natural movement have been fragmented and patchy.
Most players have come late to the movement, and
spent the last few years blowing out dandelion-like
sprays of disconnected tactical initiatives across
multiple fronts.
Some are trying to tap in by applying a more natural
veneer to largely unchanged products. Others by
writing big checks to purge unpronounceable
ingredients from their labels, improve the footprint
of their processes, packaging and supply chains,
or buy up interesting little natural businesses with
no clear sightline to scale.
For many companies, natural demands a dramatic
widening of the innovation aperture, driving
innovation downward into supply chains, processes
and business models, and upward into defining
public stances on a host of category-specific issues
relevant to naturalness and sustainability.
These changes are overdue and undeniably positive.
But they can be painful, slow, and margin dilutive in
the near term, with little certainty of payout for
businesses built on speed, scale and mass marketing.
Facing these dilemmas, many a growth-minded
leader is losing sleep (or should be) over which
natural bets to double down on.
Call it the conundrum of natural
selection — the pressure to replace
scattered, reactive activities with
deliberate, choiceful strategy. To move
from shallow, fast-follower product
adjustments to bolder bets capable of
disrupting the competition and
carving big, defensible slices of this
growing market.
Natural
Response
7. Natural Selection
The root cause of the conundrum is that while many
companies have embraced the need to be in the natural
game, too few have clarity on what they want out of it.
The natural dynamic is an inclusive one, but without
clarity on your goals and your right to win, the odds of
beating back the Naturalistas — companies purpose-built
for the natural game — aren’t what you need them to be.
For big companies, changing the odds demands that they
answer a host of difficult questions, make hard choices,
and find the uniquely winnable battles. To get there, it’s
helpful to look beneath the natural veneer at the deep
human needs propelling the movement.
Natural
Motives
7
8. TRANS
PARENCY
authent
icity
trust
Natural Selection 8
Mainstream consumers didn’t just wake up one
morning, see the sun beaming off the morning dew
and decide natural matters more than it used to.
The movement traces to a handful of factors splicing
together: greater public consciousness of health &
wellness, unprecedented access to information and
peer opinions, rising expectations for transparency,
and a desire to reconnect to simpler values in
stressful, tech-saturated lives.
But there’s a less-discussed dynamic in the background
that’s responsible for the movement’s new breadth
and urgency: the meltdown of mainstream consumers’
faith in institutions they once trusted.
Like a row of falling dominoes, big government, big
banks, big science, big media, big medicine, and
Natural,
Uprooted
big food have stumbled or outright fallen from grace,
leaving consumers wondering whether anyone really
has their backs.
Evaporating confidence in these institutions has
left a vacuum of trust and control that’s spawned
compensatory consumer behavior.
When you look deeply at the consumers who ignited
the natural movement decades ago, many of their
underlying motivations weren’t about health and
nature, but trust and control.
For these early movers, the need to question the merits
of every product and ingredient flowing through their
lives was a by-product of doubting whether big modern
enterprises could be trusted to do the right thing.
9. To win in the natural dynamic, these businesses need a
different playbook than the one that got them where they
are today. And for too many companies, that playbook
remains ill defined. The opportunity cost of not figuring
it out is soaring.
9
In a way, nature wasn’t just pristine and fresh; it was
the last unfettered institution — the only institution that
never gets it wrong, never has a hidden agenda, never
cuts corners, and, barring the occasional chameleon
or stick bug, never pretends to be anything it isn’t.
Nature doesn’t dress actors in lab coats, use chemicals to
simulate flavors, or use formaldehyde to fend off spoilage.
The scary thing for big companies is that trust in all things
natural is, for a growing cadre of consumers, trumping
the trust that once vested only in famous brands. To an
unprecedented degree, upstart natural brands can now
arrive at shelf day one with levels of trust and pricing
power that once took decades and millions of marketing
dollars to cultivate. The consequences of this are
huge. Hard-earned brand equity, which has long been
big CPG’s greatest barrier to entry, is by degrees being
devalued as a source of competitive advantage for
businesses trying to grow in the natural tailwind. The
same can be said of industrial scale, mass marketing,
and mass distribution.
Natural,
Uprooted
Natural Selection
10. The path to winning in
natural starts with answering
a series of mission critical
strategic questions.
10Natural Selection
11. Natural Selection 11
What does ‘natural’ really
mean for my company and
categories?
In some businesses, it is defined by channel. In others
it means ‘alternative to science’. In others it’s about
brand positioning, formulation, semiotics or consumer
segmentation. Many companies find the word natural
to be too narrow and functional, when the opportunity
extends beyond ingredients to ethics, esthetics, stories,
the dialing down of the bad stuff and dialing up of the
good. Without clarity on what you mean by natural, the
rest of the questions won’t help you. A logical starting
point is to understand what natural really means to your
consumers today, and to those you’d like to convert, and
work backwards from there. Is it fundamentally about
institutional trust, personal lifestyle, social values,
health concerns, or some combination of these factors?
Saying it’s both a threat to the business and an
opportunity to grow into new spaces is comforting and
may be somewhat true, but it’s a lazy and unhelpful answer
as you try to mobilize your organization. Playing offense
and playing defense are very different things,
with big implications for strategy, the depth of resources
you’re willing to throw at it, the amount of disruption
you’re willing to tolerate, and the time horizon in which
you’ll measure success.
SPOILER ALERT 01
If you’re primarily playing defense, seeing a real risk that the
natural wave might wash your core business away, you need
to be coming at it with a level of aggression which you wouldn’t
need if natural was merely one of many attractive growth
opportunities in consideration.
Are we treating the natural
movement as a threat or an
opportunity?
What’s the relationship
between the natural space
and our growth strategy?
If you aren’t pulling growth in natural, where else will
your growth come from? Is natural your biggest growth
priority, one of many to be treated proportionally, or
simply a ‘how’ — an undercurrent theme applied within
other opportunity spaces?
12. Natural Selection 12
In which products and
categories are consumers
willing to pay more for
natural products and
experiences?
Moving to more natural products typically drives
up component costs, brings constraints to procurement,
and shortens shelf life. Knowing these cost hits are
coming, where should you aim innovation to maximize
the likelihood of all those costs passing through to
consumers? This is a particularly critical question for
big companies and brands whose business models
are predicated on leveraging efficiency to hit attractive
price points.
The right answer to this is a function of the questions
before it.
SPOILER ALERT 02
If you’re viewing natural as a growth play, you’re more likely
to succeed if you’re stepping into new adjacencies, rather than
parking cannibalistic natural options alongside your current
non-natural offerings.
Should we approach the
natural space through
close-in renovation, further
out adjacencies, or bona
fide disruption?
How can we be sure our
natural plays disrupt the
market as much as they
disrupt our operations, supply
chain and cost structure?
The point is not to play in natural, but to win there. The
problem for late-mover big CPG organizations is they can
easily spend a fortune swapping out existing ingredients,
packs and processes for more natural ones, only to find
the marketplace yawning when the updated offerings
arrive. Filling competitive gaps is important. But spending
a fortune only to get to parity isn’t good business. Obsess
over how to bring transformational new consumer value to
the natural space.
13. Natural Selection 13
What tradeoffs are we willing
to endure to win in natural?
For many businesses, entering the natural fray can mean
sacrificing sacred cows, be they performance attributes,
brand identity, line architecture, price thresholds, or
relative perception of legacy products. Getting these
tradeoffs into the strategy discussion from day one is
critical to avoiding years of expensive development work
getting bogged down at the back end, when the tough
tradeoff discussions belatedly happen.
The natural space is packed with beautiful but tiny
businesses. It’s fragmented in a way that big businesses
find toxic, and growing more crowded by the day. Most
natural success stories start small, build a passionate base,
and require cautious cultivation that few big companies
have the patience for. This is where the build or buy
question is critical. Buying fledgling natural businesses
can be a helpful accelerant, circumventing the early stages
of proof of concept. But it doesn’t ensure meaningful scale
will arrive down the road. This is where strategic decisions
around categories and synergies with existing capabilities
are critical. As is defining what acceptable scale looks like
for the natural businesses that will sit alongside the bigger
base business in the P&L.
What’s our definition of scale,
and cadence to getting there?
How do we innovate for the
natural movement’s future,
rather than its present?
One of the biggest traps for late-movers into the natural
space is seeing natural as the point, rather than a means to
an end. Another is seeing natural as a destination rather
than a dynamic. The natural marketplace has undergone
multiple evolutions from its early days. Where devout early
adopter natural consumers were willing endure big
performance tradeoffs, that’s not the case today. Just as
the hybrid car only became popular when it could do
70mph, mainstream acceptance of natural only took hold
as natural options began to perform, taste, look and feel
as good as their less natural counterparts. Ask yourself
questions like: ‘am I out to bring new naturalness to
performance, or new performance to naturalness?’ Go
where natural is heading, rather than where it is today.
14. Natural Selection 14
Natural is a very simple idea. Succeeding in it less so.
The myriad constraints of natural can be powerful
mechanisms to spur breakthrough innovations,
challenging us to do more with less, and to find
simple, elegant solves for the killer questions that
need to be navigated. The companies that tackle
these questions head-on, with a bravery and clarity
of strategic intent, will be the ones who surf the
natural wave, before it washes them away.