A shift in tone from last year’s offering and a break with Waitrose, John Lewis gambled by bringing its festive campaign forward a week to feed consumer demand for all things Christmas. Has this strategy paid off?
Responding to consumer demand for joyful escapism, John Lewis has brought its Christmas advert forward by a week and split with Waitrose to ensure both brands have “clarity of thought”.
The John Lewis Partnership has reported strong results from its scheme to bring the John Lewis and Waitrose brands closer together, as well as from the launch of its value Anyday range.
The retailer is hoping the “trust and love” consumers have for its brand will enable it to expand successfully into investments, backed by a £100m cash injection in its financial services business over the next five years.
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Even if John Lewis cocks up in its bid to rent homes to the masses, the blowback on its department store business will be limited – even non-existent – thanks to the magic of brand extension.
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Customer director Claire Pointon outlines marketing’s role in John Lewis’s revamped business strategy, which includes a new pricing architecture, “reimagined” high street stores, and bringing the Waitrose and John Lewis partnership closer together.
The Anyday range has been described as a “critical element” in the retailer’s £800m turnaround strategy, as it looks to appeal to a broader group of shoppers with competitive prices.
Marketers cannot be an expert in everything, so instead they should home in on opportunities that excite them, advises Waitrose customer director Martin George.
The retailer is launching Anyday, its “most affordable” own brand range of 2,400 products designed to undercut existing collections and attract a broader range of money conscious consumers.
John Lewis is forging ahead with its convenience-focused local store concept, as it confirms eight shops will not reopen once restrictions lift next month.
The partnership is hoping to recover from a severe loss with a strategy focused on local stores, a new pricing structure and closer integration between the John Lewis and Waitrose brands.
During a festive season under lockdown, brands have had to strike a delicate balance between spreading joy and respecting the mood of the nation, with kindness emerging as the key Christmas trend.
When established brands try to move beyond their core competence it rarely works, and John Lewis’s plan to move into residential property seems poorly thought through.