Extended influence of the baby-boomers

Your article on baby-boomers established how older people are feeling ignored by advertisers – and rightly so. But the real trick that marketers may be missing lies in the increasing scope of product sectors across which these baby-boomers are now the primary purchasers.

The housing crisis and youth unemployment have helped to create a situation where these Super Parents are providing housing for their children for prolonged periods of time and contributing billions of pounds worth of childcare for their grandchildren. This central support role means that Super Parents are heavily involved in purchase decisions and influence across a wide range of product sectors – from children’s nutrition, to education, health, property and financial products. Advertisers and planners need to reassess who is buying their products.

Rosemary Gorman, group advertisement director, Mail Newspapers

Stop scheming to win customers’ love

Many brands enjoy a certain degree of loyalty, but brand loyalty doesn’t necessarily translate to committed loyalty. Brands need to think beyond schemes and incentives as a way to win over customers.

As the article highlights, achieving long-term loyalty when competing on price alone erodes margins. By focusing too much on rewards, customers will make choices based on incentives rather than loyalty, allowing competitors to undercut and tempt customers away.

Therefore, brands must develop an omnichannel customer experience that is grounded in robust data. In-depth insight allows brands to tap into emotional drivers that ‘schemes’ rarely touch on.

By basing loyalty on a deeper understanding of behaviour, brands can create highly personal and resonant communications. This in turn will foster a genuine and mutually beneficial relationship that leads to long-term brand loyalty.

Nick Evans, marketing practice director, Jaywing

Amazon’s fire control

Amazon disrupted the traditional customer journey by offering a showrooming experience on people’s mobiles while they are in another retailer. Now, ironically, Amazon is seeing competition from Google using product listing ads to direct customers to ecommerce retailers other than itself.

For that reason, the Fire Phone is its attempt to regain control. It’s very difficult to break into the mobile space, but given the importance Amazon places on its relationship with its customers, it needs a way to communicate with them without anyone else getting in the way. It’s a risky move but very bold.

Nishat Mehta, EVP of global partnerships, Dunnhumby

Outmanoeuvre own-label

To take on the rise of own-label branding, manufacturers need to leverage their ‘built-in’ equity more effectively through a pipeline of innovation. It is vital manufacturers keep their brands relevant and exciting in the eyes of their target audience. Brand personality and expertise, combined with insight, will remind consumers why they love these brands and should result in a competitive edge strong enough to beat the retailer brands.

Bernadette Morrison, associate strategy director, Fitch


What defines a global brand?

David Coveney

Following the abortive Pfizer/AstraZeneca takeover a couple of months ago, there’s been a lot of coverage in the media about multinational brands and what it means to be ‘global’.


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