Consumers are carrying so many different types of consumer electronic products in addition to cell phones that Energizer is expanding its Energi-To-Go line of products to encompass them. "We saw a big opportunity existed around consumer needs," Bob Kearns, director of new business development at Energizer, tells Marketing Daily. "We saw an opportunity around a line of rechargeable products. We have a strong brand name and recognition around Energi-to-Go." The new line, augmenting the already-in-place line of battery-powered cell phone power sources, moves the company into rechargeable lithium power packs that can be used for iPhones, iPods and other MP3 players, GPS units, digital cameras and camcorders and netbooks and laptops. In all, the company will introduce 10 new products to its portable power lineup. As devices get smaller (thus decreasing battery size), "battery capacity is being put to the test as digital devices get smarter and faster," Kearns says. "Consumers associate Energizer with power, and this plays into that association." The new power packs will be available in July -- first in Staples stores and online at Amazon.com and Buy.com, then moving into additional retailers into the fall. While the company is on an aggressive timetable to get the products into consumers' hands, it is working on promoting the new products via the Energi-To-Go Facebook fan page and an Energi-To-Go Twitter feed. "It's been a quick turnaround for us," Kearns says, noting that the products weren't even hinted at earlier this year at the Consumer Electronics Show. "We're in the process of getting in front of consumers via social media."
Southeast auto insurance carrier Direct General is debuting a new campaign positioning itself as the right insurer for tough times. It targets lower-income consumers who tend to live paycheck-to-paycheck and who may otherwise forgo insurance if not for Direct General's flexible payment options. Themed "We'll do right by you," the campaign will run indefinitely, according to Craig Hamway, EVP, marketing and business development, Direct General. "We've got a solid, aggressive media schedule for the third quarter and are mapping out the fourth-quarter media mix as well as plans for next year," he tells Marketing Daily. The Nashville, Tenn.-based company spent more than $12 million last year in major measured media, per Nielsen Monitor-Plus. Timed to the peak during the summer travel period, three TV spots as well as radio are running in 30 markets while out-of-home runs in 60+ markets in 13 southeast states, including Florida, Georgia, Illinois, Texas, North Carolina, South Carolina, Virginia, Tennessee and Louisiana. The campaign also includes print and public relations. This is the first work from Cramer-Krasselt/New York, which won the account in March. The campaign emphasizes that at Direct General, customers choose when and how they pay their insurance premium, credit scores are not the basis for cost of coverage or quotes, and everyone is welcome -- even those who have previously dropped their coverage or hold multiple claims with other carriers. The campaign establishes a new standard of consistency in messaging across all Direct General's communications, Hamway says. Previous campaigns emphasized the stores and retail platform. The company's point-of-difference is offering payment flexibility. The new creative focuses on helping people get coverage and stay covered. "The message and creative executions address how we actually deliver tangible benefits to our customers and make it easy for them to do business with us in person, over the phone and online," Hamway said. "In each medium and execution, we communicate proof of performance and emphasize that Direct General is about making car insurance available to all." With high unemployment rates, limited credit options and money tight across the board, people are making tough decisions on what bills they can afford to pay each month -- and which ones they will try to do without. According to a new consumer survey by Direct General, 39% of drivers today would still get behind the wheel even if they were unable to keep their car insurance. Another study released earlier this year by the Insurance Research Council predicts that one in every six drivers won't have insurance by the end of 2009. Out-of-home includes the message: "Driving without insurance? 1. Pull over. 2. Call us." The three testimonial-style TV spots feature customers discussing how Direct General differs from standard insurance providers like Allstate, GEICO and Nationwide.
Virgin Atlantic has launched a new travel-centric Web site whose content and function suggests it is the offspring of Facebook and TripAdvisor.com. Vtravelled.com lets people plan a trip, collaborate on an itinerary with fellow travelers, upload a travelogue and pictures about a trip, and get matched by relevancy with others who have similar travel interests. The effort is via Dentsu firm Attik, based in Leeds, England. Lysette Gauna, creative director of Vtravelled.com, tells Marketing Daily the site's initial purpose is to expand Virgin's brand presence online. "We did research online and found quite a big gap, really; most sites focus on when and where, and there are lots of sites that seem to be focused on negative experiences; but there's really very little out there around celebrating travel. It started as an exercise in how we might be able to do that by making the most of assets we have -- thousands of very well-traveled staff -- and how to engage them as well." Attik co-founder and group creative director James Sommerville says that the key to the site's success was avoiding overt branding. "It was dreamed up by Virgin Atlantic as a destination to connect people who love to travel, not as a way to scream 'Virgin' everywhere," he says. "There's a massively reduced amount of red [the airline's banner colors] as we are trying to be neutral place." The site's design theme is graphic-intensive, with a map-themed splash page on which visitors can click to expand photos. The color theme is muted, and the only Virgin branding is in the lower right corner, where the logo reads "Dreamt up by Virgin." The Virgin logo only turns red when it is moused over. Sommerville says contributions from Virgin's staff formed the initial content. "They have populated it with some of the experiences they have had over the years; that's the initial bedrock of information." The site will expand to include video, will be integrated with other Virgin sites and will grow a roster of advertising partners -- currently, Massachusetts' tourism bureau is advertising on the site. "We see this as just beginning; we have plans for mobile, video, more around the Trip Pods," he says, "and how to inspire people with tools -- and, of course, grow the community of travel lovers." As for promoting the site, Gauna says much of the outreach will be through viral channels and cross-promotion on Virgin's main airline sites. Some of the elements include "Trip Pod," where people can plan travel itineraries with others; a "relevancy" feature that matches people by travel plans and preferences; and articles, blogs, and photography sections. "It allows you to tap into other people's travel experience and get a sense of whether that trip is right for you," she says. "They are really looking to define your interests or character." Sommerville says the site's design reflects a "graphic language of travel," based on typical travel-sign fonts; "Things people are used to looking at when they travel -- so it kind of looks like you've seen it but perhaps aren't sure where." A frequent cross-pond traveler himself, U.K.-based Sommerville says that while the site is initially for leisure travel, "I'm going to give it a shot from a business-travel point of view to see how it works."
Not only does the YMCA come out on top of the latest ranking of nonprofits brands, it's worth more than the Village People could have ever imagined: $6.4 billion, according to The Cone Nonprofit Power Brand 100, Cone Inc.'s first-ever ranking on non profit brands. Cone, working with Intangible Business, a brand valuation company, based its ranking on five years' worth of consolidated financial data and a consumer perception survey. The idea, the company says in its report, is "to help nonprofits better understand how to protect and evolve their brands to generate as much revenue as possible," and to help the charitable organizations "demonstrate to companies and other partners that there is an established and justified cost to aligning with their organization." After the YMCA, the Salvation Army, United Way of America, American Red Cross, Goodwill Industries, Catholic Charities USA, Habitat for Humanity International, American Cancer Society, The Arc of the United States, and Boys & Girls Clubs of America fill out the Top 10. Surprisingly, Cone says, both Catholic Charities USA and The Arc of the United States are disproportionately under most consumers' radar. Despite a Power Brand ranking and revenue ranking in the top 10, they score 53 and 96, respectively, in brand image rank -- which was based on a survey of 1,000 American adults, combined with media coverage and the percent of revenue from direct public support. In the brand image rank category, the American Cancer Society was named the single most relevant nonprofit organization. Others that cracked the top 10 in Brand Image, but not the top 10 overall, include the American Heart Association, Special Olympics, Make-A-Wish Foundation of America, and the Humane Society. Those nonprofits that clearly identified their mission in their name performed best. For example, a group like the National Cancer Coalition scores higher among consumers than something like City of Hope. When a nonprofit's brand image perception differs markedly from its financial performance, "there is some unmet opportunity left on the table, in some cases millions of dollars in potential revenue," Cone says. "This critical synergy between an organization's financial performance and its brand plays a significant role in generating additional funds to put toward mission services."
Regional theme-park company Six Flags, Inc. is expanding a multi-year promotional relationship with Chrysler Group LLC that includes ride and drives, marketing programs and product placement of Dodge, Jeep and Chrysler vehicles at parks in 10 states. The arrangement extends the Auburn Hills, Mich.-based automaker's deal with Six Flags for a year and puts the brand's products in three new parks for a total of 13 parks. It also makes Chrysler, Jeep and Dodge the "Official Vehicles of Six Flags Theme Parks." The company, which says it gets 25 million guests per year, will have the vehicles in parks in New Jersey, California, Illinois, Kentucky, Texas, Georgia, Massachusetts, Maryland, Missouri and New York. Michael Accavitti, the new president and CEO of Dodge Brand and Chrysler Group LLC marketing, said in a release that the partnership "reminds consumers that Chrysler is still producing a full portfolio of reliable vehicles that capture the imagination and inspire loyalty." At each of the parks, Chrysler gets interactive vehicle displays, staffed by product specialists, and advertising through eVite communications and in-park messaging. The Chrysler, Jeep and Dodge brands will also sponsor the Six Flags July Fourth celebration at all Six Flags parks over the holiday weekend. The sponsorship includes tickets for each participating dealer to use for in-dealership test-drives and vehicles to lead each park's parade. Jeep, which figures prominently in the "Terminator Salvation" movie, is also sponsor of "Terminator Salvation: The Ride" roller coaster at Six Flags Magic Mountain in Los Angeles. The Jeep Wrangler used in the movie will be on display at the park. Jodi Tinson, a Chrysler spokesperson, says the company will give nearby dealers tickets to the parks for promotional activity, and Chrysler will have signage at the parks, banner ads on Six Flags' Web site, advertising and vignettes featuring the vehicles on Six Flags' in-park television. As for vehicle presence at the park, "it won't be like an auto show," she tells Marketing Daily. "We'll have a few vehicles from each brand, probably together." Tinson says last year was the first year of the deal, and that it is the only new experiential-marketing activity for Chrysler this year. "We are working out the new operational structure and future direction of the company," she says. "This was obviously started well before we went into bankruptcy; it was put on hold when we were in bankruptcy and when we came out on June 10, it was approved to move forward." The new entity, Chrysler Group LLC, formed last month, comprises a global strategic alliance with Fiat Group. Six Flags, Inc. is the biggest theme park company in the world, and has 20 parks in North America.
Consumer demand for "better for you" foods very much extends to candy and gum. In fact, this is expected to be the most important driver of the confections industry's growth over the next five years, according to the 2009 Confectionary Industry Trend Report. The report details the results of the National Confectioners Association's in-depth interviews of 40 industry leaders, including experts/specialists, culinary institute representatives, chefs, specialty retailers, manufacturers and trade press and bloggers. The qualitative research was conducted between Nov. 5 and Dec. 5 of last year. Hundreds of portion- and calorie-controlled, reduced-fat, sugar-free and fortified candies have been launched over the past four years, and 88% of those interviewed agreed that consumer demand for health benefits and "better for you" ingredients will be the biggest trend between now and 2014. In addition, 43% said that health-related influences will be the leading influence on new product development. Nearly half (45%) believe that better-for-you chocolate options will be the most important influence within this 'healthier' trend. Consumers are increasingly aware of the potential heart-health and mood benefits of cacao -- which have been driving dark chocolate sales, in particular. Chocolate manufacturers are now focused on developing enhanced products that promise additional functional benefits. The chocolate category has also identified a major functional opportunity within skin care, in cocoa butter's recognized benefits as a treatment for dry skin conditions. About one-quarter (23%) of the experts believe that the biggest area of market expansion ahead lies in non-edible products, including skin care lotions, soaps, shampoos and anti-aging products. Other growth trends within the chocolate segment cited by industry leaders include chocolate and cocoa being used as ingredients in main courses such as salmon, chicken and steak (73%) and appetizers (38%); greater consumer acceptance of chocolates infused with spices, herbs and floral flavors; and sweet and savory combinations such as chocolate with bacon or cheese flavors. About a third (35%) of respondents believe that portion control will be the most important influence within 'healthier' confections. The success of snack-sized products and 100-calorie packs, for instance, is expected to continue. One-quarter believe that confections fortified with vitamins, minerals or protein will be the biggest drivers within the rapidly growing better-for-you segment. Most of those interviewed also agreed that oral health care will drive the chewing gum category. One-quarter said that sugar-free varieties will continue to expand. International spices and ethnic flavors were also identified as an important influence on U.S. product and flavor development (cited by 58%). Confection sales grew by 3.7% during the 52-week period ending April 19, according to NCA. More than 6,000 confections and snack products were launched last year. Chocolate and gum continued to lead the snack category in sales and ranked third in overall food sales.
Top 10 Non-Profit Brands 1 YMCA 2 Salvation Army 3 United Way of America 4 American Red Cross 5 Goodwill Industries 6 Catholic Charities USA 7 Habitat for Humanity International 8 American Cancer Society 9 The Arc of the United States 10 Boys & Girls Clubs of America Source: The Cone Nonprofit Power Brand 100
As early as 2006, the phrase "Every company is a media company" began to appear in speeches, news stories and blog columns, presaging a paradigm shift in the way businesses of every stripe must communicate with their audiences in the Internet/social media age. But, for years, innovative companies like apparel giant Benetton Group have pioneered the concept. In 1991, it launched its oft-controversial Colors magazine, each issue of which focuses on a single topic and is published in four languages in 40 countries by its Fabrica research center. Or consider leading industrial design firm frog (www.frogdesign.com/), which last July launched Design Mind magazine, now in its ninth issue. Why are companies as diverse as an apparel manufacturer and an industrial design firm investing so heavily in becoming "media companies?" NYU professor Clay Shirky put it succinctly. "[In the era of social media], ... every company, no matter what industry, is essentially tasked with gathering and distributing information to employees and external audiences." In other words, content, media, and conversation with all key stakeholders are key. Examples are more numerous by the day as this trend rapidly gains traction across business channels. We're witnessing a paradigm shift in which traditional media companies are moving towards becoming software/digital companies (i.e., The New York Times) while manufacturers, service and creative firms are becoming media companies. The shift is one of both strategy and format driven by necessity -- the consumer's demand for information. Show by Telling Take frog's print magazine, which is but one component of a broader effort to invest in proprietary media channels to produce and disseminate its own content as a showcase for frog's thought leadership. As frog says, we "transform by doing," and in their media channels they "show by telling." Frog hasn't fallen into the self-serving trap that snares many companies' by just telling the frog story. Instead, it tells ever-changing stories from multiple perspectives by many authors because "if you want to have a true conversation, you've got to change the message." That's why it is the voices of frog. And that's why they don't talk about frog, per se, but rather articulate what the contributors see, feel, and think. Design Mind is an invitation to write, to co-create, and to invigorate the brand. Signs of the need for change in BtoB and BtoC conversational patterns are everywhere. The fast-evolving consumer preference for uncensored content and open conversation over corporate speak and web site cant was documented in 2007 by Cisco's Dan Sheinman, who showed charts/stats highlighting how the companies' web traffic has switched from page views to RSS feeds and blog posts. The media revolution continues to accelerate, moving into video (YouTube and its imitators) Facebook (social networking at large), Twitter (instantaneous messaging), and emerging platforms. Every day, more businesses awaken to the realization that they must become media companies if they hope to engage consumers in a productive and profitable dialog/relationship. So what does this bode for the PR profession? It means PR, too, must be revolutionized if it wants to lead the new media management process. PR must educate clients to understand, accept and adopt this new dimension of communications. Tom Foremski said in the April issue of Silicon Valley Watcher, "Every company has to learn how to publish using the new (two-way) media technologies, to reach their customers, their employees, partners, local communities, etc. And one role of PR is to help companies become media companies and help them tell their stories." The unfortunate reality is that the majority of companies, even in light of recent research findings that most executives get their news online, still mandate that PR focus on generating big stories in major print media. Certainly, this is one leg of the PR stool but it ignores the importance of a creative, open and on-going conversation between source and audience. Marketers today face a revolution in communications, a near-perfect storm in changing style and channels. Consumers with their personal brands are battering down the walls of the old communications regime, while PR, if it is to prosper, must find courage to lead client companies into the promised land where every company is a media company and everyone is a marketer -- but that's a subject for another day. Editor's note: If you'd like to contribute to this newsletter, see our editorial guidelines first and then contact Nina Lentini.