Coke To Bet More On Sugar Water With Bubbles

Consider two things (paywall):

1. Global soda sales and coke’s soda sales are steadily declining:

The pace of Coke’s global soda volume growth slowed to 1% last year from 3% in 2012 as concerns about health and obesity spread. Last month the World Health Organization suggested that individuals limit consumption of added sugars in food and drinks to 6 teaspoons a day—less than the 9 teaspoons in a 12-ounce can of Coke.

Soda volume in Mexico, Coke’s second-largest market, have fallen an estimated 5% or more since the country introduced a tax on sugary beverages in January.

The new drag on Coke’s U.S. business is diet soda. Diet Coke volume has been down for eight straight years, accelerating the decline in the past three. Diet Coke sales plunged 6.8%, in volume terms last year, according to Beverage Digest.

2. But instead of focusing only on diversifying into non-soda beverages,

…the Atlanta-based company plans to double down on its namesake brand. The company is boosting advertising, introducing new products, and using singer Taylor Swift as a pitchwoman. Chief Executive Muhtar Kent has said that last year, when Coke’s U.S. soda volume dropped 2%, was an anomaly. Soda can return to healthy growth, even in the U.S., especially if it is a brand name like Coke, he said.

“Coca-Cola remains magical. We need to work even harder to enhance the romance of the brand in every corner of the world,” Mr. Kent told investors in February. He regularly refers to flagship Coke as the company’s “oxygen” and “lifeblood.”

For starters, he plans to increase global advertising by $1 billion over the next three years. The company spent $3.3 billion last year. Much of the increase will be devoted to soda, including the Sprite and Fanta brands.

But with even Warren Buffet saying “I’m 100% in accord with Coca-Cola’s business strategy and regard Muhtar Kent as the ideal CEO for Coca-Cola” it’s probably a safe bet that Mr Kent (and Mr Buffett) can see the future of Coke’s bubbly sugar water in a way no one else can.

9.6 Degrees, Cereal And Marketing To Kids

John Brownlee writes in Fast Company about a new study from Cornell’s Food and Brand lab about characters on kids’ cereal boxes:

Cereal boxes aimed at children are specifically designed so that the eyes of the mascots look downward, making direct eye contact with the sugar goblins that they are hoping to seduce.

In a study of over 65 cereals and 86 mascots across 10 different grocery stores in New York and Connecticut, Cornell’s Food and Brand Lab studied the characters on the front of cereal boxes. What they found is that all characters and people on cereal boxes –whether Lucky the Leprechaun, or Michael Jordan on a box of Wheaties–are designed to make eye contact with the intended consumer. In fact, they have almost exactly the same focal point: they are staring out from the box at a spot about four feet away, which is the average distance from the shelf of a customer walking down a supermarket aisle.

The result? When a character looks straight into your eyes, brand trust is 16% higher and brand connectivity, 28% higher.

Not sure whether to file this under the “interesting” category or the “disturbing” one. Perhaps both.

Adventures In Marketing A Delicious Yet Unfamiliar Product

What do you do when you have a delicious (and nutritious) product, but it sounds unfamiliar and off-putting to most when they hear about it?

You roam the country and indulge in reckless sampling (a theme that I cover a few days ago when talking about Kind Bars’ ballooning “sampling” budget).

Today, we consider the case of Sabra’s hummus – something that many Americans have been running into a lot over the last year or two.

Consider this:

Lucille Jennings is sitting in a mall in a suburb of Salt Lake City, about to have her first taste of hummus. The great-grandmother peels back the seal on a small cup of Sabra and peers at the beige mass inside. “You know what that reminds me of?” she says. “Chicken mesh. My mom and dad were farmers, and they ordered baby chicks through the mail. They fed them this kind of stuff.”

But,

According to Sabra, more than 70% of people who try it at a truck purchase some within 60 days. In the past five years, Sabra’s presence in households has gone up 118%. America is ready.

So, how did they respond?

 …in both product and marketing, Sabra has recalibrated to meet Americans where (and how) they already eat. Chief among its efforts: It has six colorful trucks roaming the country to hawk hummus, stopping in cities like Phoenix and Milwaukee for four to six weeks at a time. Staffers hand out tiny packs of the product at supermarkets and churches and Little League games, hoping to lure newbies.

Catch the rest of the story here.

Retail Manipulation

As I’ve wrote here in the past, though we think that we are mostly rational beings that carefully weigh any number of things before acting one way or the other, in reality, we are extremely susceptible to all kinds of external stimuli. 

Retailers, among others, know this of course, and employ every tool there is in their psychological arsenal to lighten our wallets. So how bad is it?

Consider this excerpt from an article that appeared in The Economist all the way back in 2008:

In the Sainsbury’s in Hatch Warren, Basingstoke, south-west of London, it takes a while for the mind to get into a shopping mode. This is why the area immediately inside the entrance of a supermarket is known as the “decompression zone”. People need to slow down and take stock of the surroundings, even if they are regulars. In sales terms this area is a bit of a loss, so it tends to be used more for promotion. Even the multi-packs of beer piled up here are designed more to hint at bargains within than to be lugged round the aisles. Wal-Mart, the world’s biggest retailer, famously employs “greeters” at the entrance to its stores. Whether or not they boost sales, a friendly welcome is said to cut shoplifting. It is harder to steal from nice people.

Immediately to the left in Sainsbury’s is another familiar sight: a “chill zone” for browsing magazines, books and DVDs, tempting impromptu purchases and slowing customers down. But those on a serious mission will keep walking ahead—and the first thing they come to is the fresh fruit and vegetables section.

For shoppers, this makes no sense. Fruit and vegetables can be easily damaged, so they should be bought at the end, not the beginning, of a shopping trip. But psychology is at work here: selecting good wholesome fresh food is an uplifting way to start shopping, and it makes people feel less guilty about reaching for the stodgy stuff later on.

And that’s just the beginning.

The rest of the piece goes into more detail about the many other ways in which shoppers are…influenced (sounds better than “manipulated”, no?), as they walk through the other aisles.

Your Taste In Music = Targeted Political Ads

Add your political inclination to the list of things that can be gleaned from your online footprints. 

As Elizabeth Dwoskin wrote (paywall) in The WSJ a few days ago, Pandora plans to use your playlists to serve up some very targeted political advertising:

The company matches election results with subscribers’ musical preferences by ZIP Code. Then, it labels individual users based on their musical tastes and whether those artists are more frequently listened to in Democratic or Republican areas. Users don’t divulge their political affiliations when they sign up for Pandora. (Take a quiz to see what your playlist says about you.)

Pandora’s effort to pinpoint voter preferences highlights how digital media companies are finding new ways to tap information that users share freely to target advertising. These go beyond the traditional tracking of Web-browsing habits. Pandora, locked in a battle for advertising revenue with Internet radio services such as Spotify, sees political advertising as a way to boost revenue.

“Targeting users is basically the currency in data right now,” says Jack Krawczyk, Pandora’s director of product management. He says companies like Pandora and Facebook, which know users’ names, and can track their media consumption or stated preferences across computers, tablets and phones, have an advantage over companies relying on Web browsing cookies.

While some might yet again bemoan the growing loss of anonymity and privacy on the Web, I suspect that many of today’s young music listeners (and perhaps some older ones too) will simply see this as the price of “free” music – and wait for the next track on their playlist to start. 


Marriott And The Millennials

Large global companies that sell to consumers directly are in the process of making sure that they continue to be relevant to tomorrow’s buyers – the millennials, who will shape their profits and growth for the next two decades. And you can see this not just in terms of marketing and Ads but also products and platforms across diverse industries – cars, electronics, food and so on and so forth.

Marriott, which operates more than 660,000 rooms across 16 brands globally, is no different.

So what is it trying to do? Brooks Barnes writes in a highly readable NYT piece that

To win over younger business travelers — and, even more important, to keep them in the Marriott fold when they travel for leisure, particularly overseas — the energetic Mr. Sorenson (Arne Sorenson, the first non-family CEO at Marriott International – Ed.) is relying on a range of strategies.

Core hotels are getting gussied up. In September, the Chicago Marriott O’Hareunveiled $40 million worth of improvements, including a better bar, historically a Marriott weakness. (Some analysts trace that to the company’s Mormon roots.) The Detroit Marriott at the Renaissance Center begins a similar $30 million upgrade in February. The company has been trying to improve what it calls the “guest-room beauty experience” at Marriott-brand hotels — stocking bathrooms, for instance, with a Thai skin care line.

A new ad push, “Travel Brilliantly,” estimated to cost roughly $90 million over three years, reflects Mr. Sorenson’s focus on younger consumers. TV and web ads, taped at international resorts like the Bangkok Marriott Hotel Sukhumvit, intone: “This is not a hotel. It’s an idea that travel should be brilliant. The promise of spaces as expansive as your imagination.” Marriott also offers Xplor, a free smartphone app combining reservations with games; players win loyalty club points by completing challenges at virtual hotels.

“We want people to be saying, ‘Hey, do you see what Marriott just did?’ ” Mr. Sorenson said.

And it is starting new brands and not explicitly associating them with the Marriott name in some parts of the world. In others, it is trying to explicitly link the Ritz Carlton name to its Marriott owners, etc.

A terrific read, that piece.

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