Gesture-based-marketing of Coca Cola?

Forget price sensitivity by replacing cash with hugs…

A Coke vending machine was installed overnight at the National University of Singapore. It looks like a fairly ordinary machine, in the brand’s iconic red and white. But instead of it’s logo, this machine says “Hug Me,” in the logo font

Positioning this stunt at a university is a smart move in Singapore, where public signs of affection have long been discouraged, but are on the rise among the young. Coke is positioning itself as a non-threatening ally to affection demonstrating youth.

Given the fact that appetite for carbonated beverages increases with ambient temperature (a few years ago, the company tested a vending machine in Germany that had a thermometer on top, triggering a rise in price with every degree increase in temperature…), it remains to be seen whether the company have built in a facility requiring increasingly intensive hugs as the temperature rises…

In effect, Coca Cola are ‘pressing all the buttons’, in a world where buttons have been replaced by touch….
However, the real issue for others in the vending channel is the extent to which the game has just been raised in Singapore…

Flash Mobs morphing into Cash Mobs, a new force in retailing?

Inspired by Flash Mobs, a cash mob is a group of people who assemble at a local business and all buy items from that business. These groups of online activists are harnessing social media like Twitter and Facebook to get consumers to spend at locally owned stores in cities around the world in so-called Cash Mobs.

At the first International Cash Mob day on Saturday 24^th March, wallet- toting activists gathered in as many as 200 mobs in the United States and Europe, with the aim of spending at least £12 each in locally owned businesses, according to the concept's founder, Cleveland lawyer Andrew Samtoy. 

Essentially, this is a break-through moment, an event where a virtual society enters the real world, prepared to put their real money where their virtual/real mouths are, and actively support local shops….as their contribution to the on-going health of the community.

The need for conversion

However, it is essential to bear in mind that such initiatives are one-off injections of support, the ‘first bite’ of a new product. As you know, the ‘repeat purchase’ depends upon how well the experience matches, or exceeds expectation. In other words, for local retailers this is a windfall, an opportunity to meet and influence a target audience that wants to support local business and the community, and is prepared to spend money in the process…and tell others about their experiences (Remember, that’s how they got to the shop in the first place)

Capitalising on the trial visit

To convert these ‘trialists’ into regular customers, retailers need to ensure that their 8P Marketing Mix (Products & Assortment, Pricing, Promotional activities, Place i.e. store location, Personnel, Physical distribution & handling, Presentation of stores & products, and Productivity) more closely matches shopper need than equivalent offerings available from local and out-of-town multiple retailers. What they lack in price advantage, needs to compensated for in terms of personal service and convenience, to an extent that shoppers willingly come back for more…

How suppliers can help

Suppliers can help by revising their independent retail business model, and find ways of helping survival-mode retailers to adapt the state-of-art retailing principles established by the major multiples, and build an alternative route to consumers, as a way of realistically diluting trade concentration.

Have a pro-active weekend, from the NamNews Team!.

Asda adding retailtainment to the shopping basket?

Asda plans to revamp in-store marketing to improve core customer shopping experience, following Asda 'Mumdex' research which looked at how it could support mums and their sometimes over-enthusiastic off-spring.... Momentum, an integrated marketing communications agency have been appointed to enhance Asda’s key commercial trading occasions by creating a programme of retail events to
- engage customers
- ensure the programme delivers a proven commercial return
- strategically align with objectives of Asda’s brand partners
- use their digital and social platforms to promote events to customers.

This raises the issue of the extent to which suppliers and retailers share and optimise consumer insight and shopper insight in programmes that are based upon suppliers' differentiating retailers by shopper-profile, and tailoring trade strategies appropriately.

In other words, folks, in this case, an integrated ‘digital and physical’ opportunity to optimise Asda potential for brands with profiles that are congruent with Asda’s shopper profile…
One to watch, but still a bit to go to match instore theatre in Brazil...

Tesco's strategic options, suppliers' strategic response

What is this about?

Tesco’s core issue is its profit warning in January, ultimately a driver of ROCE, in turn affecting the share price. With 2/3 of its business in UK, any setback causes the company to challenge one of the basic ‘rules’ in global retailing – ‘dominate the home market’. However, any company having more than 25% of a national retail market attracts negative attention from media, politicians and ultimately shopper-voters. Within the home market, supply chain efficiency made some large space redundant unless freed-space is filled via product diversification. Meanwhile, having grown share at the expense of less efficient competitors, Tesco is now being challenged by retailers that are as good as, or better, for a share of a zero-sum, flat-line market in terms of range, quality and service, as it strives to return to the Tesco 'rule of 25'.

Finally, the early retirement of a strong unchallenged leader left at least four people who felt they should fill his shoes…

Where is it headed?

Essentially, Tesco has four complementary options:

• Sell more of its current products to current users (increase basket size)
• Sell new products to existing users (Clubcard data, trade up via diversification)
• Sell current products to new users (use Clubcard data to profile ideal Tesco users and attract more of this profile with current products)
• Sell new products to new users (high risk, given two unknowns)

They need to re-apply this formula in the UK, delivering greater perceived value to shoppers, vs. competition, and then roll this strategy out globally.
They need to re-assess their competitive appeal in the eyes of shoppers, vs. the competition in terms of range, quality and service, vs. price. The leadership issue needs sorting in order that the entire company pulls in one direction, rather than each function attempting to ‘rescue’ Tesco. This was the challenge faced and successfully dealt with by McLaurin many years ago….

How does it affect you?

Essentially depends upon category, geographical spread and degree-of-partnership, but in the short term the above strategy will put pressure on all aspects of the supplier-retailer relationship, especially price and supply-chain efficiency, as Tesco re-appraises its supplier-base vs. alternatives available

What to do about it?

• Re-assess your competitive appeal to Tesco as a company, and brand within key categories, and re-engineer to optimise, where necessary
• Re-evaluate your match with trade partnership criteria (Potential, Partnership, Profit and Performance)
• Invest (time, money, people) in what can demonstrably help Tesco implement its strategies, and meets your ROCE objectives 

Above all, insist on fair-play in all aspects of your Tesco trade partnership, a once-only opportunity…

Unprecedented Treats for Unprecedented Times?

A $200,000 bottle of whisky made to mark the 60th year on the throne of Queen Elizabeth II is on sale in Singapore for a mere S$250,000 ($198,500) a bottle - and it may well find a buyer, (for a buyer?).

No doubt it's a premium sip. Only 60 bottles of Diamond Jubilee were made by the Johnnie Walker unit of Diageo PLC from a blend of whiskies distilled in 1952.

It's also a premium price for Asian aficionados at the month-long Master of Spirits II event featuring specialty wine and liquor put on by luxury travel retailer DFS Group, part of the LVMH empire of high-end goods and services.

Discerning palates, and expats' excessive longing for the old country apart, this differential vs. a spirits’ bogof at Tesco has to be a reflection of the gap  building up in societies everywhere… the issue is whether this gap will continue to increase to breaking point, or whether new governments will take steps to keep the lid on via attempts to return to normal supply and demand in markets everywhere… Either way, time for suppliers to reassess trade strategies and avail of opportunities, ahead of  competitors locked in old patterns…

Incidentally, should any potential expat buyers like to take a first class trip back to the UK and pick it up locally, the same package - the vintage whisky in a crystal decanter with silver trimmings, two crystal glasses and a leather-bound booklet - is priced at 100,000 pounds ($159,100) in Britain.

Three chias for new wonder-food!

Salvia hispanica, commonly known as chia, is a species of flowering plant native to central and southern Mexico and Guatemala

With more omega-3 fatty acids than salmon, a wealth of antioxidants and minerals, a complete source of protein and more fibre than flax seed, the seeds have been dubbed a "dieter's dream", "the running food", "a miracle", and "the ultimate super food", by advocates and athletes.

To chia cheerleaders the seeds do no wrong. They claim chia reduces inflammation, improves heart health, and stabilises blood sugar levels. A few tablespoons are touted as remedying just about anything - without any ill effects.

"In terms of nutritional content, a tablespoon of chia is like a smoothie made from salmon, spinach and human growth hormone," writes Christopher McDougall in Born to Run, the bestselling book about an ultra-distance running tribe in Mexico who fuel their epic jaunts with the seeds. The book is credited with shining the spotlight on chia as food for athletes.

"If you had to pick just one desert-island food, you couldn't do much better than chia, at least if you were interested in building muscle, lowering cholesterol, and reducing your risk of heart disease; after a few months on the chia diet, you could probably swim home," McDougall adds.

In the UK, the seeds are only currently allowed for sale as a bread ingredient, but over the next few weeks, the Advisory Committee on Novel Foods and Processes is poised to allow chia seeds in a wide variety of products including baked goods, breakfast cereals and nut and seed mixes.

Available at Holland &Barrett Online

Have a really chiaful weekend, from the Namnews Team! 

Payday Loans - an effective solution?

Payday loan providers are there to serve a local need in terms of low-income consumer survival. However, attempts at justifying the 2,000-3,000% interest rates by reference to high servicing costs of small amounts borrowed, coupled with ‘high’ risk of default are inevitably attracting government attention. In practice, much of this risk is eliminated by effectively taking ownership of borrowers’ salary/wages cheques until loans have been repaid, with any default-losses well covered by the usurious interest rates charged to those who pay…. In the end, the eventual changes to legislation will be too late and inadequate-for-purpose in restraining providers that in the old days would simply have been run out of town…

An effective solution

Instead, the government should acknowledge that those members of the community in need of income-supplements between paydays should be offered government-backed temporary loans using the payday loan model. This could include taking ownership of pay-cheques/income supplements, but offering low-level interest rates, a move that could help to stabilise household finances and freeze out current payday-lenders overnight…..

Use of Fixed Charge Cover to spot a customer going bust?

Given the financial turmoil of the past three years resulting in further retail casualties such as Game Group, and a number of others on the brink, it is obvious that the ‘usual ratios’ such as ROCE, Net Margin, Stockturn and Gearing may be insufficient in terms of providing early warnings of trouble for suppliers.

What makes a retailer vulnerable?
A recent article in Moneyweek.com flags up the fact that if a retailer leases rather than owns its shops, it is faced with regular fixed charges for rent that must be paid, irrespective of the level of sales and profits. Moreover, if a retailer also has fairly high gearing, the interest payments represent an additional fixed cost on the business.

These Fixed Charges are ‘Lease costs’ and ‘Interest on borrowing’ and need to be compared with the ‘available Operating Profit’ i.e. the Operating profit less Fixed charges.   (these can be found on the P&L ('Interest paid' and 'Operating Profit') and early in the Notes to the Accounts ('Lease expense'), after the Balance Sheet
(NB when you find the figures, check them with your finance colleagues). 

In other words, the Fixed Charge Cover (FCC) indicates the ability of a company to pay its Fixed Charges, irrespective of sales and profit performance. Failure to pay can result in liquidation.

The following analysis compares the ‘big four’ multiples in order to illustrate the calculation in practice.

Given that these are the most financially healthy retailers in the UK, other retailers could be vulnerable..

Some of the differences are interesting in that, for instance Morrisons, because it owns most of its shops, and has relatively little borrowing, combined with a good net margin, means that with an FCC of 13.3, Fixed Charge Payments are no burden to the company. However, in the case of Tesco and Sainsburys at 2.9 and 2.2 respectively, FCC is obviously more of an issue.....
Application to other retailers?

However, the real value of the ratio is in its application to most medium and smaller retailers that are running short of cash and are finding that Fixed Charge Payments are pushing them to the edge….

As in all cases of pending liquidation, those creditors that are first to spot the danger, can have the advantage of withdrawing their credit before the liquidator is appointed.
Ignoring the Fixed Charge Cover indicator?

If you still feel that all such matters are the responsibility of the Finance Department, remind yourself that if a customer goes bust owing you £150k, and your pre-tax net profit is 5%, you will need incremental sales of £3m to recover…

In which case, perhaps the application of Fixed Charge Cover analysis to your customers’ latest Annual Reports will help…?