المستهلك العربي الجديد

المستهلك الجديد. مصطلح لم يتم تداوله بين المسوقين التقليدين في المنطقة العربية لأسباب لا يتسع لذكرها سياق هذا المقال.

و هو خطر يواجه البراندات العربية العريقة و يهدد بفنائها و تدهور مبيعاتها علي المدي المتوسط و الطويل كما انه يهدد الاعمال الصغيرة و الناشئة بتقديمها منتجات و خدمات منفصلة و بعيدة عن اهتمام هذا المستهلك الجديد.

فمن نعم و فضائل وباء الكورونا هو الاسراع في اظهار هذا المستهلك الجديد الذي تأثر بتطور التقنيات و تسارع الاتصالات و تحول العالم الي قرية صغيرة .

فهذا المستهلك الجديد لم يعد ينتمي الي الفصيلة المحافظة و المتمسكة بما هو اصيل و قيم من الاعراف و العادات و اصبح متحررا من الكثير منها و متقبل و متعامل و منتمي لأفكار حديثة و حضارية عالمية. اصبح المستهلك الجديد " مواطن عالمي" الافكار و Liberal Vs. Conservative التأثير علي حساب الوطنيه الضيقة. 

و بفضل سياسات الاقفال و الاغلاق الغبية التي لعبت فيها الحكومات علي شعوب المنطقة لتحقيق اهداف امنية و قومية لجأ هذا المستهلك الجديد الي المنزل و اصبح يتفاعل داخل المنزل بأفكاره التقدمية generation Z مع اخوته و والداه فئات ال millennials و generation X و حتي مع اجداده ال boomers و من نسميهم " جيل الطيبين" . فظهر لدينا فئة/ شريحةيمكن 

وصفها multi- generational households 

اعجبك ام لم يعجبك فالمستهلك الجديد لا يثق و لا يصدق و لا حتي يتابع الاعلام الحكومي او الخاص . فقد تعلم من ازمة الكورونا

 ان يصحو من نومه ليبحث عن المعلومه الحقيقية التي تثير اهتمامه و يمارس دوره في اعادة نشر ما يعتقد انه الحقيقة عبر منصات التواصل المتعدده. و يقف بجانب معلوماته و معتقداته و يدافع عنها بشراسة لأنه لم يعد متلقي موجه بل باحث مؤثر مهما كان حجم عالمه الالكتروني و عدد متابعينه فلذلك فهو انفصل و استقل تماما عن جريدة الدولة او تلفزيونها و اذاعتها. و هذا امر تنبأت به الانظمة منذ سنين وسعت للتواصل و التوجيه عبر هذه المنصات من خلال قنوات رسمية و جيش الكتروني بما اصبح يسمي المطبلين و الذباب الالكتروني و غيرها من مسميات الاستحقار.

المستهلك الجديد يشتري القيمه و ليس الرسالة او الاعلان و يهمه البراندات التي تتواصل معه بشكل سهل و سلس و تحترم تفاعله و رغباته و حتي شكواه. و المستهلك الجديد يحترم البراندات ذات الوجه البشري و التعامل الانساني و المتفهمة و المتعاطفة معه و تتأسس بينهما علاقة مبنيه علي الثقة و الاحترام المتبادل و هنا يمكننا نري الغضب المتصاعد علي براندات الاتصالات بمعظمها و براندات التوصيل و اللوجستيات و توجيه المركبات و وكلاء السيارات و امتصاص براندات قطاع الاغذية و التقنيات لطموح و تطلعات المستهلك الجديد و عقد تحالفات و علاقات انسانية معه.

المستهلك الجديد بل العائلة الجديدة يعتمد اعتماد متصاعد علي تطبيقات الخدمات الآنيةon- demand لتلبية احتياجاته علي حساب التسوق الفعلي كونه ١- مريح ٢- سهل ٣- مناسب و ملائم ٤- غالبا رخيص او ارخص 

المستهلك الجديد نتج عن تزواج عدة اعراق او جنسيات بلا هوية وطنية راسخه ولا مرجعيه دينيه حاكمة ، بل انفتاح و تقبل حتي ما كان يعتبر حرام و غريب و مكروه مثل الملحدين او الشواذ و مناصر لحقوق التعبير و الرأي والمرأة و الطفل و الاقليات علي مستوي العالم وليس بلده فقط. بالنتيجة الثوابت اصبحت من الماضي السحيق و الافكار الجديدة هي المظلة لأي فكر او توجه مجتمعي او سياسي.

و لتلخيص كل ما سبق؛ المستهلك الجديد لديه آمال و تطلعات و تحديات جديدة و يريد ان يساهم بأفكاره و جهده في كل مبادرة تتفق معه فكريا و وجدانيا و تتلخص مطالبه من البراندات في :

 ١- يريد الاحترام الحقيقي لشخصك و وقته و استثماره في الولاء للبراند

 ٢- ان تتولي البراندات قضايا مجتمعيه حقيقية ذات ابعاد و تأثير حقيقي علي مجتمعه و ليس اعمال خيرية و تباهي واستعراض

.٣- ان تتبني البراندات مفاهيم العدالة و المساواة و الانسانية و الحفاظ علي البيئة وتنمية المجتمعات المهمشة و الأقليات الاقل حظا. طبعا مع استمرار المسلمات مثل الجودة والموثوقية و الشفافية.

Thanks 2016, It’s been weird.|Spotify

Spotify: Thanks 2016, It’s been weird.

Spotify’s largest ever campaign push which launched in November 2016 and spread across 14 markets worldwide is a perfect example of how data can drive creativity in marketing.

Led by its in-house creative team, this innovative, global campaign was 100% fueled by insights.

Relying on data based on their users’ behaviors, the Spotify team used the information they collected to speak directly to their consumers in the most personalized way possible, creatively using listener habits to reflect popular culture.

Successfully placing a humorous spin on the ‘weird’ highlights of the previous year, the campaign proved the power that lies in creative marketing based on audience insights alone.

“There has been some debate about whether big data is muting creativity in marketing, but we have turned that on its head,” says Spotify’s chief marketing officer, Seth Farbman.

“For us, data inspires and gives an insight into the emotion that people are expressing.”

Streaming service Spotify has become the first big brand to mark the passing of 2016, a full five weeks before the calendar changes, by launching ‘Thanks 2016, It’s been Weird’ across 14 territories - its biggest global campaign to date.

The data-driven outdoor campaign will seek to draw a line under the year which gave us Brexit, Trump and a string of celebrity deaths from David Bowie to Alan Rickman by publishing localised facts and figures on billboards.

In the UK for instance, a poster reads “Dear 3,749 people who streamed ‘It's The End Of The World As We Know It’ the day of the Brexit Vote. Hang in There”. Across the pond meanwhile a similar execution displays: “Dear person who made a playlist called: 'One Night Stand With Jeb Bush Like He's a Bond Girl in a European Casino.' We have so many questions.”

Developed by Spotify’s own in-house creative team based in New York, the campaign brings insight from its regional teams to bear to generate localized copy.

Launched in the UK, US, France and Denmark yesterday (28 November) the campaign will now roll out to a further ten markets including Australia, Brazil, Germany and Sweden. Over the run up to Christmas the campaign will extend to include emails to customers on their own Spotify usage as well as digital and social ads.

Does Anyone Really Believe Advertising Any More?

Apparently consumers are taking this old saying to heart: "Believe only half of what you see and nothing that you hear." Market research firm Lab42 just released a study that revealed that 76% of its respondents think advertisements contain exaggerated claims, and a mere 3% think ads are "very accurate."
According to Lab42's survey of 500 respondents, while 38% wish for more accuracy in advertising, only 17% would like to see more laws in the United States that regulate advertising. In the U.S., advertising is seen as free speech, but that's not the case in other countries such as the UK, where ads are routinely banned for being misleading or exaggerated.

Wants of men versus women.Infographics,

Via:

People and their stuff.

  

Show me your messenger bags/backpacks and will market it for you

Gutsy TV spot| marketing for woman!

Check out these two videos for Quattro for Women, with the bikini area trimmer. The first one is pretty much how you'd think they would introduce the new product. I

t's about 90 seconds long so I am guessing they trimmed it down for a TV spot are using the longer form on their website. The second....well, it's not what I would have expected.




One is incredibly safe...the other, not so much. But, which one do you think will actually sell more razors?


'Mow the Lawn' 
Created by JWT New York to build awareness and drive trial for the new Wilkinson Sword Quattro for Women Bikini







Gillette Survey: How Do You Like It Shaved?







Axe girls cleaning the balls







Extreme. Entertaining. Roguishly symbolic, and its Axe.

World happiness map

This map was done by Adrian White at the University of Leicester (2009). It's a sobering snapshot of a largely unhappy world

Differentiating in increasingly undifferentiated markets

In the increasingly cluttered world of branded packaged goods it is quite common for brand managers to say in frustration that a category has become commoditised and that there is absolutely no possibility of creating a sustainable functional brand differentiator. 

But here are 2 examples which show that that need not be so. 

As we all know the starting point for functional differentiation is to offer some product attribute that meets a consumer need. However, to expect research to discover any substantial unmet needs nowadays is often too ambitious - in fact much research on cluttered categories comes to no other real conclusion than that all the consumer needs is a better product at a lower price. 

Hence it is more realistic to set out with the declared objective for your research to search for any insight on a new facet or extra dimension to a consumer need to help your brand stand apart.

To illustrate this, recent research conducted on the crowded toothpastes market revealed that consumers had no real unmet need - and that the only call from consumers was the old story that the benefit of brushing one's teeth should simply last longer.

More exploratory work on this theme led to the insight that consumers believed that toothpastes work best during the process of brushing and immediately afterwards - but that the benefit of the toothpaste vanishes immediately the user consumes the first morsel of food/drink thereafter.

This insight led to the creation of a "brush brush" audio mnemonic (i.e. the sound of brushing every time users in the ad opened their mouths ) that told the consumer that this toothpaste continues working for a full 12 hours regardless of whether the user is eating, drinking or sleeping. Evaluation of this as an ad concept revealed that consumers did indeed believe because of the "brush brush" mnemonic that the therapeutic effect of this brand of toothpaste continued working even after eating/drinking.

This produced one of the most memorable ad campaigns ever in the category - and subsequent brand tracking revealed high identification with this benefit, and an increased brand share.

Our second example comes from a category that you might expect would be an even greater challenge - the household insecticide market.

Advertising for mosquito coils typically talks of increased efficacy and lasting longer - and every brand in the market says the same things. However, a stray consumer comment in research, that smoke from the coil does not penetrate curtains (where mosquitoes are believed to hide) because the smoke loses its strength by the time it reaches the corners of the room, led to the development of an ad campaign that spoke about new properties in the smoke that took it to the furthest corners of the room and able to penetrate the thickest of curtains.

This attribute quickly became the acid test of efficacy for the category and single-minded communication on this property led to our brand being uniquely associated with it despite other brands trying to jump on the band wagon later.

Summing up :
• In many product categories these days all functional needs that were there to be discovered, have already been discovered

• Insights therefore are no longer so much about discovering new consumer needs...but about exploring well recognised needs to greater depths to uncover a hitherto unused facet or dimension.
This means:

• looking for a new dimension to the functional brand benefit

e.g. goes on working despite eating - as a new dimension to the works longer need;

e.g. penetrates curtains - as a new dimension to the efficacy need

• discovering an executional device like the "brush brush" mnemonic to express this new dimension of the brand benefit.

As seen by these 2 case studies the dimensions and the executional device were new - not the basic underlying consumer needs themselves.

When you have nothing new to say - as is the case in most cluttered branded packaged goods today - then say it differently. Scope for brand differentiation will rarely lie in addressing a new need, but more and more in presenting a solution to an old need from a new angle.

In other words in the world of brand differentiation today the 'How' has become more important than the 'What'.

Cruzan Rum: Legendary Rum of St. Croix,

I don’t usually post print ads, but the one I am sharing today are true evidence of a complete creative process. It is obvious that account planning team did their homework well by researching brand, target consumer and market context.

The creative picked a good brief and the brand heritage inspired the art direction to distill relevant, impactful original peace of artworks.

They went so deep to bring up what truly differentiate a liquor brand to create a mystique around Cruzan Rum by romanticizing the islanders’ long history of making rum, drinking rum and embracing the true rum lifestyle.

In a world full of liquor brands without a history, the Legendary Rum of St. Croix campaign uses 240 years of island legends, heritage and imagery to remind consumers that Cruzan is an authentic, premium rum.

Personally, I give this 10 over 10 for copy, visual, and thinking...

Hemingway"How many rums can say they're still served in bars where Hemingway drank?"

Tide"The islanders claim there are only three perfect times to enjoy rum: high tide, low tide, and in-between tide."
Flight"The islanders have a saying: the more terrifying the flight, the better the rum tastes when you land."
Sunset"There's an old expression on St.Croix watch the sunset with many, watch the sunrise with few."
Judge"The locals on St.Croix have a saying: Never judge a bar by its cover."
Invaded"St.Croix was invaded seven times, but we suspect at least three of those were for the rum."

Advertising Agency: Fallon Minneapolis, USA
Creative Directors: Dave Damman
Copywriter: Dean Buckhorn
Manager of Art Buying: Dave Lewis
Art Buyers: Kerri Jamison, Jennifer David
Production Company: Mason Vickers
Photographer: Nadav Kander
Representation: Stockland Martel
Producer: Tom Mason
Retoucher: Kander Studios
Published: July 2009

Mercedes-Benz

According to its brand identity, Mercedes-Benz’ stands for business people with success and leadership. The problem is that this demographic, usually hardworking with little free time, are often difficult to reach by traditional means.

The perception that these executives never use digital media, however, Mercedes-Benz found to be incorrect. Its research showed that business leaders are voracious consumers of digital media. 30% read blogs on a regular basis and 72% said they were tech-connected by necessity, knowing that keeping up with the latest technology is vital to the success of their businesses.

Partnering with social networking site, A Small World – which offers membership on an invitation only basis – the car manufacturer provided users with exclusive information, content and competitions, at the same time being careful not to interrupt the user’s online experience or bombard them with too many advertisements. Offers were mainly related to activities already sponsored by Mercedes-Benz; its Fashion Week, for example, or opportunities to join its Formula One race team for a day out.

67% of those surveyed after the campaign said the advertising had impacted on their perception of the Mercedes-Benz brand positively. Nearly 40% of respondents said the campaign had made them want to find out more information about Mercedes-Benz in general. In addition, 30% said that the advertising would cause them to recommend the brand to someone else.

BRAND: Mercedes-Benz

BRAND OWNER :Daimler AG

CATEGORY :Automotive

REGION: Global

DATE: 2008

AGENCY: Davinci Selectwork

MEDIA OWNER: A small world

MEDIA CHANNEL

Your Best Customer Is Not a 'Woman With Children Under the Age of 4'

Josh Bernoff

Who are your best customers?

Do you know their names?

Here's a conversation I often have with marketers:

Josh: Who are your best customers?

Marketer: Women with a child under 4. [Or "People with assets of at least $1 million." Or some such.]

Josh: No, I really mean "Who are your best customers?" What are their names?

Marketer: [No response.]

If you're seeking word of mouth, you should know who your best customers are -- by name. You should be feeding them previews of new products, asking their opinion of features you're considering, and finding out how they think to build marketing copy. You should get testimonials from them. And you should provide places where can submit their own opinions, and others can see it -- ratings and reviews, Facebook pages, community forums or whatever it takes.

Now, consider this. Some of your best customers are those who had a problem... but you reached out and found them and fixed it. There is nothing more enthusiastic than a friend who used to hate you.

Are you reaching out like this? @comcastcares is.

Or do you still think about customers by the thousands and not individually?

What if you could reach out to them individually, but do it efficiently? I ought to write a book about that.

Why Generation X Has the Leaders We Need Now

William Strauss and Neil Howe, coauthors of Generations, posit that each generation makes a unique bequest to those that follow and generally seeks to correct the excesses of the previous generation. They argue that the Boomer excess is ideology and that the Generation X reaction to that excess involves an emphasis on pragmatism and effectiveness.

As many of you know, I've spent much of the last year talking with members of Generation X — those of you born roughly in the 1960s and '70s. The book I've written based on those conversations (What's Next, Gen X? Keeping Up, Moving Ahead, and Getting the Career You Want — safely in the hands of the publisher and due out in December) includes many of your voices — including quotes from your responses to posts on this site. Through this research, I developed a deep admiration for the generational traits evident among most X'ers, particularly in the context of our current challenges.

Future leaders in all spheres will have to contend with a world with finite limits, no easy answers, and the sobering realization that we are facing significant, seemingly intractable problems on multiple fronts. Perhaps the biggest change from the past: leaders will have to listen and respond to diverse points of view. There will be no dominant voice.

In this context, I'm convinced that Gen X'ers will be the leaders we need. The experiences that shaped those of you who were teens in the late '70s and '80s, as I've outlined in past posts, translate into valuable contemporary traits and perspectives.

• Your accelerated contact with the real world, for many through a "latch-key" childhood, has made you resourceful and hardworking. You meet your commitments and take employability seriously.
• Your distrust of institutions grew as you witnessed the lay-offs of the '80s and has prompted you to value self-reliance. You have developed strong survival skills and the ability to handle whatever comes your way with resilience. X'ers instinctively maintain a well-nurtured portfolio of options and networks.
• A sense of alienation from your immediate surroundings as teens, coupled with rapidly expanding technology, has allowed you to look outward in ways no generation before could or did. You operate comfortably in a global and digital world. Many of you are avid adopters of the collaborative technology that promises to re-shape how we work and live.
• Your awareness of global issues was shaped in your youth, and you are richly multicultural. You bring a more unconscious acceptance of diversity than any preceding generation. Your formative years followed the civil rights advances of the 1960s. High divorce rates during your youth meant you are the first generation to grow up with women in independent authority roles. You welcome the contributions of diverse individuals.
• Your preference for "alternative" and early experience in making your own way left you inclined to innovate. You tend to look for a different way forward. Your strongest arena of financial success as a generation has been your entrepreneurial achievements.
• Your skepticism and ability to isolate practical truths have resulted in rich humor and incisive perspective. You help us all redefine issues and question reality.
• Your childhood made you fiercely dedicated to being good parents, prompting you to raise important questions about the way we all balance work with commitments beyond the corporation.
• Your pragmatism has given you practical and value-oriented sensibilities that, I believe, will help you serve as effective stewards of both today's organizations and tomorrow's world.

The most difficult elements of your past may well be those that provide you with the strongest capabilities for today.

You have traded the idealism of my generation for realism, tempered by value-oriented sensibilities. At mid-life, you are well-prepared to serve as pragmatic managers, applying toughness and resolution to defend society while safeguarding the interests of the young. You will force nations to produce more than they consume and fix the infrastructure.

In today's challenging world, your humor may be your most-valued asset. Czech leader Václav Havel said, "There are no exact guidelines. There are probably no guidelines at all. The only thing I can recommend at this stage is a sense of humor, an ability to see things in their ridiculous and absurd dimensions, to laugh at others and at ourselves, a sense of irony regarding everything that calls out for parody in this world." You help us step back . . . and remind us to laugh.

You will have the opportunity to change the corporate template, and create organizations that are more conducive to your values. As leaders, you will be able to reshape the organizations you lead to make them better places for future generations and yourselves, make them more humane, and break the cultural norms of corporate life — long hours, a focus on full-time work, heterogeneous perspectives, and language of combat. You will bring your desire to create better alternatives, including how to balance work with commitments beyond the corporation and finding meaning in work. Most importantly, your preference for "alternative" and your inclination to innovate will allow you to look for a different way forward.