Since last January, when it staged its first "happiness" event for use as a viral video (no use as a TV spot) -- a goodies-dispensing "Happiness Machine" installed on a U.S. college campus -- Coca-Cola has been busily producing and video-ing a host of other "happiness moments" in countries around the world. The results are evident on the brand's YouTube channel and particularly on its Facebook page, which features a "Where Will Happiness Strike Next?" (WWHSN) hub that provides a global locator feature for all approximately 25 videos to date -- each documenting a Coke-generated happiness event. The hub offers tools for easy sharing of or tweeting about the videos, and encourages fans to buzz about where the next happiness event should or may occur. (Coke's Facebook page currently has nearly 22.6 million fans, including ones generated through the WWHSN hub.) In addition to the original blockbuster U.S. Happiness Machine effort -- which generated 645,000 views in its first week, and at 3 million-plus views, is still the reigning champion -- the videos show events staged in the U.K., Philippines, Japan, India, Hungary, Egypt, China and Brazil. The events have included a "Transformer" character hiding under a Coke machine in a mall and "live" Coke machines running around on a beach and a busy city street (all in Hong Kong); a "Happiness Store" in which pulling a Coke from a cooler triggered confetti showers and transformed the convenience store into a multimedia disco (Brazil); a supermarket in which consumers' purchases were paid for by Coke during Ramadan (Egypt); recreations of the Happiness Machine scenario at colleges in several countries, and other delight-inducing scenarios. The latest twist: a "Happiness Truck" -- a Coke delivery truck converted into a mobile vending machine that dispenses free Coke and other unexpected prizes, such as surfboards and inflatable toys. Definition 6, the Atlanta-based interactive agency that created the U.S. Happiness Machine event/video (which won a 2010 Clio), as well as the recently posted Brazilian Happiness Store video, also created the Happiness Truck Brazil entry, filmed in the streets of Rio de Janeiro. A similar truck event was staged and filmed in the Philippines, by a regional agency. Both truck videos were posted on Feb. 22. According to Coca-Cola's senior manager, marketing communications, Petro Kacur, the brand's marketing teams around the world were excited by the success of the U.S. Happiness Machine video and eager to adapt the viral video "happiness moment" concept within their own regions. So ... will we soon be seeing a Happiness Truck, or another new happiness event, here in the U.S.? No firm answers from Coke at this point. Kacur says further videos in the U.S. (and elsewhere) are clearly possible, depending on their popularity levels. "Certainly, at this point, the videos do seem to be resonating with people," he notes.
New research from the National Retail Federation shows that Americans aren't just spending again, they're embracing many of the little luxuries they shunned during the worst of the recession -- like trips to the salon and the occasional jaunt to Applebee's. The survey focused on the shifting definition of what is essential for consumers and what is discretionary as the economy improves. Currently, 42% consider haircuts and color an "untouchable" expense, and say they wouldn't give it up -- a major jump from 36.9% last year, and even up from 40% in 2008. A daily cup of gourmet coffee, which fell from 17% in 2008 to 14.7% in 2009, is back up to 16.7%. And dinner out at a casual restaurant? Some 32% now say that's non-negotiable, compared with 28.7% in 2009. Devotion to electronics is greater than ever, with 22.9% describing their cell phones, smartphones, tablets and eReaders as non-negotiable. And some 81.5% say Internet service is sacrosanct, a finding that has remained consistent for the last few years. Men, however, were far more likely to say they cut back on upgraded mobile/ cell phone service, which includes text, video and Internet, with 33.5% saying they had done so versus 29.9% of women. And women were more likely to consider doing without cable TV than men. Still considered expendable by both sexes: magazine subscriptions, satellite radio and fine dining. The survey, done by BIGresearch, appears in the NRF's latest issues of its Stores magazine. A separate survey from the Washington, D.C.-based trade group adds further credence to Americans letting their hair down a bit: When asked how they plan to spend their income tax return, 13.2% say they are going to splurge on a big-ticket item, up from 12.5% last year. But there's still plenty of restraint, with 42.1% planning to put the money in savings, compared with 40.3% last year. Some 41.9% plan to put it toward debt, while 11.9% will spend it on a vacation, and 29.7% say they will put it toward everyday expenses. "Many Americans have spent the last few years paying down debt with their tax refunds, but for some, it's the perfect time to buy something nice for a change," says Phil Rist, EVP/BIGresearch, which also conducted this survey, in a release. "Others are also looking to the future, though, by putting their 'free money' in a savings account, with the recession serving as a perfect reminder of the need to be prepared." Two-thirds (66.2%) of taxpayers surveyed say they are expecting a refund this year, up from 65.5%.
Forget that the players are past or approaching AARP age, the fans are still bringing the noise, and the marketers are lining up. The fourth annual "BNP Paribas Showdown" at New York's Madison Square Garden on Feb. 28 will have more sponsors doing more activation than in the prior four years, which have seen the Williams sisters play each other for the Billie Jean King Cup, among other matches. The forthcoming match features John McEnroe and Ivan Lendl in one set, followed by a best of three-set match between Pete Sampras and Andre Agassi. The title partner, for the third year, is financial firm BNP Paribas. It will hold a VIP reception at the Garden for 900 guests (up from 500 last year), including appearances by the players. The company has been running signage in Times Square and on New York City buses, taxis and in Metro North trains. Other partners for the event include Cadillac, Delta Air Lines, Euflexxa, Fiji Water, Hugo Boss, Longines, NASDAQ, Nespresso, Rums of Puerto Rico, Tennis.com, 2K Sports and USTA. All get brand integration at the event, including on-site digital signage, video spots on GardenVision center-hung scoreboard, and in-arena public address reads. Greg Elliott, SVP of marketing partnerships for MSG Sports, says for the first time the Garden is bringing its digital signage system into play for the "Showdown," letting individual sponsors have in-arena domination on the system during breaks in play. "So our partners will be able to own the entire landscape during breaks on the court," he says. "We have done this with team-sports marketing but not in an event of this scale. Because it's an exhibition we have the ability to push the envelope a bit in bringing these adaptive technologies to the court area for partners. It partners to bringing highly flexible messaging and brand-statement options to the event. With our old systems the signage was static, and you were locked into a message." All of the sponsors will also get brand exposure on print, television, and digital marketing and will be in pre-event activities such as a tennis clinic hosted by Stefanie Graf. Other activations include Euflexxa's spokesperson and R&B recording artist Gloria Gaynor of "I Will Survive" fame. Hugo Boss is providing outfits for the officials and ball kids; Nespresso has coffee machines for the VIP reception; Cadillac is putting the CTS V coupe on-court and the CTS Coupe and SRX on the MSG Mall; and FIJI Water is offering a ticket discount with purchase promotion at Duane Reade stores as it did for last year's event. Watchmaker Longines will provide the official clock. Elliott says ESPN II will televise the event, which is almost sold out. "Attendance is way up, and our partners have responded throughout the process." "We have more partners than we have had before in number and in scope. And what we are seeing now is partners taking part outside event parameters by doing things like online consumer sweepstakes involving social media, even Web sites." He says MSG hasn't projected the TV viewing audience, "but based on what we are seeing, what the show is up against, and day of the week and weather, what we are seeing in terms of metric has grown exponentially; it's attributable to the athletes' legacies and the fact that they are still relevant because they are iconic players. They aren't out there on a daily basis but there is still equity to see them play. They are still hyper competitive and there are still rivalries. This is not Sunday in the park."
National financial services firms continue to suffer from an enormous consumer trust deficit, according to Edelman. Despite some recovery in the U.S. economy, nearly half of Individual Investors trusted financial services companies less in 2010 vs. 2009. The 2nd Annual Edelman 2011 Trust in Financial Services study found that of the 46% of respondents whose trust levels declined, most (57%) cited financial services companies "acting in a greedy manner" and 18% maintained that the "industry itself has made the problems worse." Individual Investors are those with household incomes of at least $50,000 and that have at least $10,000 of investable assets. Marketing and communications programs are impacted because companies need to adapt to their audience to gain the trust of consumers again, says Jeff Zilka, general manager, financial communications, Edelman. "Given the importance of honest communication and open and transparent business practices to restoring the deep trust deficit, we suggest marketers apply the same testing to their sales materials and corporate communications as they do to their advertising," Zilka tells Marketing Daily. "Sure, their materials are compliant -- because they have to be. But if you were to complete focus group testing, as companies routinely do for advertising, would the materials be viewed by customers as open and honest?" Marketers should also recognize and take advantage of the fact that consumers like to share information, Zilka says. "More than half the individual investors in our survey indicated they shared information and opinions about financial services providers at least monthly, so positive impressions and information, as well as negative, will be passed on to others," he says. Finally, the "customer-facing professionals" -- the agents, brokers and representatives from financial firms -- are seen as the most credible sources of financial information. "Firms thus need to make sure that their folks who interact with clients know not just their products, but their values and what their firm stands for as well," Zilka says. Community and regional banks are seen as the most trusted. Only 49% of respondents said they trust financial institutions in general. Community or regional banks scored highest in the survey (67%), with mutual fund companies second at 55 percent. Life insurance companies (42%) and property/casualty insurers (37%) ranked in the middle of the pack but well below the 50% level, and investment banks (35%) and private equity firms (32%) were least trusted. In a separate study released last month at the World Economic Forum, the 11th annual Edelman Trust Barometer -- which measures trust and credibility in business, government, NGOs and media among informed publics -- found that trust in banks collapsed in the U.S., with banks dropping from the No. 3 spot in 2008 (71%) to second from the bottom in 2011 (25%), tied with financial services. Half of the respondents said they need help managing their money more effectively -- assuming they can find a firm they trust and respect -- but six in 10 are uncertain of the value that large financial services firms can provide in managing their money. When considering the factors most important to the overall reputation of a financial services company, surveyed investors ranked "honest communication" (91%) and "open and transparent business practices" (84%) at the top. Traditional marketing mix tactics -- "fair and competitive prices" (75%), "available customer service" (74%) and "website with easy financial transactions" (62%) -- ranked lower, as did "consistent product delivery" (75%).
Unilever's Dove brand is giving consumers a chance to show some skin (and to show off Dove's new product) in a television commercial to air during the high-profile finale of "Dancing With the Stars." The Dove Close-Up Challenge encourages women to submit a 60-second video explaining why they are ready and deserve a close-up. The winner will receive an all-expenses-paid trip to Los Angeles for the full "Dancing With the Stars" experience, including dance training with a performer from the show, confidence coaching from former contestant and actress Jennie Garth and a starring role in a television commercial in the show's finale. The contest, which will be officially announced in a television commercial starring Garth during the Oscars on Sunday, is intended to launch the new Dove VisibleCare body wash, which purports to give women more visibly beautiful skin in one week.
Anyone with disk problems, knee problems, and wallet problems doesn't have to be told that optimism comes more easily in youth. But a study by The Futures Company, "Unmasking Millennials: The Truth Behind a Misunderstood Generation," suggests that salubrious feelings about the future -- which starts receding earlier than one's hairline -- is a function of age, not one's demographic cohort. In other words, widely held myths about optimism as a quality of those born between the '80s and the turn of the millennium are just that. The study, based on a poll of 27,000 people around the world, found that as they age, Millennials -- so-called "echo-boomers" -- become less optimistic. The report's analysts tried to tease out the differences between generation-defining attitudes and those reflecting the joie de vivre of youth. What they found was that when the lighthearted quality of youth is extracted from cohort survey responses, sanguine feelings about the future fade year by year, from the young end to the older side of the generational bracket. The report says that because of this, optimism can't be considered simply as a consistent attitude across the cohort regardless of age. Indeed, only consistently held attitudes that are different from other cohorts are the real generational characteristics, says the report. Yannis Kavounis, direct of insights and innovation at the London-based organization and the report's co-author, says that perceptions about Millennials are distorted by hype and bad data. "Greater stress and pressures are apparent in optimism levels as Millennials mature from an almost naive optimism to a more realistic point of view, a shift in their point of view that leads to different behaviors and motivations in the market place," he said in the report. "As Millennials become parents, gain more responsibilities and have more life experiences, their optimism fades." One study in 2007 of students born between 1982 and 2003 found that 97% of these students owned a computer, nearly as many a cell phone, and that they multitask while using instant messaging. About 40% of them used TV to get news, with 15% watching "The Daily Show" and "The Colbert Report."
With so many media options available and clients' potential desire to jump on the newest "shiny object" without a clear objective, client services teams must work extra hard to build their client relationships to ensure greater success for themselves, their campaigns and their clients. Too often we let clients tell us what they want without asking why or understanding their needs from a larger perspective. When this happens, it positions the agency as a tactical execution team, rather than a true strategic partner. In order to overcome this challenge, client services teams must take an active role in fostering a more collaborative relationship with their clients. But how? Here are three strategies that can help improve relationships for better mutual results:
1. Gain a comprehensive understanding of the business problem, not the media problem. Clients hire agencies to solve a business problem. However, often they are reluctant to share it out of fear of revealing competitive intelligence. As a result, they often make requests that put the cart before the horse: they want mobile or social, but they don't articulate what these tactics are intended to do. To be more effective, client teams must establish a level of trust that will bring the team into the inner sanctum, learn to ask the right questions to gain a clear understanding of the overall business problem and focus on building a media strategy to meet the desired goals. 2. Establish clear KPI and measurement tools to gauge success and manage expectations. Once the business goal has been locked down, map out specific KPIs and build in integrated measurement tools in order to accurately gauge success. This allows the client and the agency team to gain a clear picture of campaign performance and make adjustments along the way to optimize results. With digital media, effectiveness is best measured by analyzing the change in KPI from a baseline established before the campaign launched to measure how the needle has moved depending on the specific campaign. Another way is to understand what the break-even point is, and what the media needs to be to exceed that. Make sure you understand clearly what the client expects. 3. Cultivate the plethora of options to help clients make intelligent choices. Overwhelming choice can become a problem, and as we've already established, sometimes clients are attracted to the latest and greatest before carefully considering whether it will actually be effective in reaching their audience. Multiple factors can determine whether a particular buy will be advantageous, and it doesn't usually come down to cost. The potentially highest performer might cost more, while the least expensive may require a sacrifice in audience quality. Establish a systematic scorecard to determine which factors are important and weigh most heavily in the decision. Choosing incorrectly can not only be a waste of money, but it can actually be detrimental to the brand, diluting the message across an uncultivated audience.In order to be truly successful, client teams must go under the covers to understand the core challenge the client is facing and then line up the strategy to overcome it. Ultimately, this may mean going out of house to find the right solution from a provider with a core competency in the niche that needs to be filled. The true strategic value of the agency is not only in its ability to devise the strategy, but also cultivate the right solutions from the right partners and present these in a timely and efficient manner to overcome the stated business problem.