Aldi, the limited-assortment grocery store that aims to win shoppers over by stretching their food budgets, has found a clever way to stretch its giving, too. Teaming up with McCann WorldGroup, its ad agency, the chain has tapped six teams of Detroit-area art students to compete in its “Art Over Hunger” challenge. First, the teams head to Detroit-area Aldi stores, where they are given $300 to stock up on nonperishables. Next, they report back to McCann’s Birmingham, Mich. office, where they will turn their food purchases into a six foot-by-six foot sculpture. Those are to be judged by a group of McCann’s creative, with the three teams earning cash prizes. All the sculptures are scheduled to remain on display until Dec. 19, when they will be disassembled and donated to Gleaner’s Food Bank, which last year distributed 45 million pounds of emergency food in the Detroit area. For Aldi, it’s a good brand fit, Ryan Fritsch, VP of Aldi’s Webberville, Mich. Division, tells Marketing Daily. “It’s community based, and Aldi is about helping people stretch their food dollars. Our 'Truth’ campaign, which began last summer, points out all the ways our stores do that, right down to the T-shirts associates wear. So this holiday contest is about stretching creativity, and allowing students to think outside the box. They are going to make something fantastic out of ordinary food.” He says the company’s positioning has done well in Detroit, with its overwhelming economic problems. “The whole climate has been good for Aldi. The idea that we can lower prices without sacrificing quality is a nice message for Metro Detroit.”
Shocking surprise: Gen X and Gen Y have very different advertising affinity characteristics, and also diverge when it comes to differences in how men and women respond to ads. While Gen X is a smaller group than the demographics that bookend it, they are valuable because of the affluence and purchase habits. Ignore them at your own risk. New data from Nielsen zeros in on consumption habits of 35- to-54-year-olds, a cohort oriented to technology, affluence and brand loyalty. The study, based on the tried-and-somewhat-true viewer survey method, finds that both men and women connect with household and family, and generally to real-world situations and authenticity. Also, the study shows that differences between men and women in terms of how they respond to ads is more "nuanced." Both sexes like calm and safe advertising, versus Gen Y, a population that likes anything high-energy and extreme. Specifically, Gen X females respond to advertising that is more sentimental and relatable with themes around milestone events like a son or daughter's wedding. Men, on the other hand, respond to dialogue-driven ads, with "all-American" themes like football, cars, and "this old house"-type projects. They also like low-key and subtle ads. The study says Gen X men are "masculine, skilled, and authentic." By contrast, Gen Y consumers respond to ads that are aspirational, and that reflect where they'd like to be in a few years more than where they are now. For Gen Y, the bottom line, per Joe Stagaman, Nielsen's EVP of advertising effectiveness and analytics, is that they know what they want, what they like, and who they are. “Recognizing this creates an opportunity for marketers to appeal to this population with a genuine and realistic campaign that Gen Xers can identify with.”
This year’s Christmas TV ad from Coca-Cola focuses primarily on a giant Santa Claus marionette – something of a departure from recent years’ ads (like 2010’s “Snow Globes” and last year’s “Shake Up Christmas” spots), which stuck with human personifications of Santa. 2012’s ad, dubbed “Together We Make the Magic Happen,” shows the “real” Santa (driving a festively lit-up Coke delivery truck) leaving a giant box outside the apartment building of a young woman who appears to be spending Christmas Eve alone. The box opens to reveal the giant Santa marionette, whereupon the young woman and a group of passers-by proceed to work the puppet together, creating an impromptu parade of celebrants as they walk it down the street. (The young woman ultimately meets up with family for a holiday dinner.) The message, according to Coca-Cola: “When we come together as a family at Christmas, we rescue the real meaning of this magical season.” The ad’s music theme, “Something in the Air,” is performed by Lauriana Mae, Grayson Sanders and Jono. (Music video showing artists is also on YouTube.) The ad, from McCann Madrid, is being rolled out in about 100 countries, reported Adweek.
The so-called “second screen” of Internet-powered entertainment options is no longer a secondary option. According to a new survey by Accenture, half of consumers in the U.S. are viewing so-called “over-the-top” content through a broadband connection on their TV screens, in addition to the programming they’re watching through their cable or satellite provider. The survey finds that 49% of consumers subscribe to a variety of video delivery services, up from 8% when last measured by Accenture in March 2011. Although all demographics are viewing some form of over-the-top content, the practice is most prevalent among younger consumers. Eighty-two percent of consumers between 18 and 24 years of age watch some form of OTT video, and 60% of them dedicate at least a quarter of their video watching to OTT content (compared with 32% overall). These younger consumers are also more likely to discover new content through social networks. Thirty-five percent of 18- to-24-year-olds said they are interested in social newsfeeds telling them what their friends have watched, compared with consumers 45 and older. “The reality is the consumer is very much in control of where they find their content and where they consume their content,” Robin Murdoch, a managing director at Accenture’s Media and Entertainment Industry group, tells Marketing Daily. “People are curating experiences, content and their own channel lineups. The notion is that people are going to be creating their own channels.” Despite this increase in Internet-fueled video entertainment, many are viewing the OTT content in addition to -- or in conjunction with -- programming that comes from traditional satellite or cable sources, Murdoch says. With many of these providers offering their own OTT solutions for screens beyond the television, it would seem they might not have to worry about “cord cutting” as much as previously thought, Murdoch says. “Those very same [satellite and cable] companies are offering over the top through devices as well. It seems like it’s an additional service,” Murdoch says. “Certainly it seems to be an overall positive story of more programming on all screens.” "People Watching TV from Shutterstock"
M&T Bank is offering customers the new option of custom check card designs. Through the new service launched this month, customers at the Buffalo-based company can show off their unique style with every purchase by choosing their own images for the front of their check card. Whether it's a photo of a family pet, a favorite vacation spot or a child's art project, customers are in control of their own card design, said Darren King, executive vice president for retail banking at M&T Bank. "Giving M&T customers more choices, from designing their own check card to banking on the go with our new mobile applications, allows consumers to create the type of banking experience that fits their own lifestyle," King said in a release. Bank customers can either use their own image or choose from a gallery of more than 270 images provided by M&T Bank, including special designs featuring the Buffalo Bills, Baltimore Ravens, and Dover International Speedway's popular icon, Miles the Monster. M&T Bank is the official bank of the Buffalo Bills, Baltimore Ravens, and Dover International Speedway and is the exclusive provider of Bills, Ravens and Monster Mile check cards. Another available option allows customers to put their own thumbnail photo in the upper corner of their check card, for a personal touch. Customers will be charged a one-time fee of $7.95 for the custom card. This fee is only charged at the initial setup of the image and will not be assessed if the card subsequently needs to be replaced. M&T Bank reserves the right to approve or reject any image submitted for a custom card design. Customers can sign up for the customized card when opening a new checking account in an M&T Bank branch. Existing customers with an M&T Check Card or M&T Check Card for Business can also access the new service through Web banking or at www.mtb.com/customcard. Upgrading an existing card will not require any change to the account number or expiration date. Cardholders simply enlarge, rotate, move or flip their image to get the card design they want in a matter of seconds. The card is then produced and mailed to the customer through M&T's standard card mailing process. M&T Bank, founded in 1856, is one of the top 20 independent commercial bank holding companies in the nation, with $80 billion in assets and 750 branch offices in New York, Pennsylvania, Maryland, Delaware, Virginia, West Virginia, and the District of Columbia.
Three advertising trade groups are asking the U.S. Supreme Court to agree to hear an appeal by tobacco companies that is challenging restrictions on cigarette marketing.The ad industry groups argue that the Family Smoking Prevention and Tobacco Control Act violates cigarette companies' free speech rights. Among other provisions, the law bans companies from using color and images in most tobacco advertising, prohibits tobacco purveyors from sponsoring sporting or entertainment events, restricts statements about "modified risk" products and requires companies to use graphic warnings in ads."These restrictions and requirements strike at the heart of advertiser rights to convey truthful information about legal products to adults," the Association of National Advertisers, American Advertising Federation and American Association of Advertising Agencies argue in a friend-of-the-court brief. "Moreover, the Tobacco Control Act could serve as a template for regulations aimed at disfavored products that would impair commercial speech far beyond tobacco-related issues."A coalition of tobacco companies challenged the law in court. In March, the Sixth Circuit Court of Appeals upheld most of the law, including provisions banning tobacco companies from sponsoring sporting or entertainment events, and prohibiting cigarette makers from distributing free gifts with purchases. The appeals court also upheld requirements that graphic warnings must account for at least the top 20% of ads. But the court also ruled that some portions of the law are unconstitutional, including the ban on color and images in tobacco ads.Earlier this month, the tobacco companies asked the Supreme Court to take the case. The ad groups are backing that request, arguing that the regulations in the Tobacco Control Act could spread to other industries. "A paternalistic rule that forces companies to devote space on their packaging and in ads for government-mandated images that 'inflame' and attempt to dissuade consumers from purchasing lawful products leaves no product safe from such regulation."The ad organizations also contend that prohibiting tobacco companies from sponsoring events "reflects an expansive view of government authority to decide what commercial speech is 'unfit' for children."
As one of the world’s leading manufacturers of baby gear and preschool toys, Fisher-Price believes that traditional branding processes no longer guarantee success. To differentiate its brands in a highly competitive industry, the company maintains a laser-like focus on creativity and innovation -- and its sphere of influence is large. “How children learn and play is at the core of our product development and marketing,” says Lisa Mancuso, senior vice president of marketing at Fisher-Price. "We understand that big ideas can come from anywhere and anyone -- from the tiniest tots to the most experienced experts." Mancuso, who is scheduled to speak at the ANA Creativity Conference, December 5 in New York City, explains how Fisher-Price creates a culture of creativity, who it looks to for insights, the importance of risk-taking, and more. Q. You have said that "harmonizing a visual identity" is key to marketing success at Fisher-Price. Please explain what you mean by that.A. It is important to us that our products and marketing efforts are uniquely Fisher-Price, both inside and out. A little over a year ago we embarked on our first brand refresh in 10 years by launching our "Joy of Learning" campaign. Our fresh tag and positioning, the updated contemporary design of our packaging, the new look and feel of our advertising, and our enhanced global digital footprint have and will continue to strengthen our brand. We now have a consistent look, message, and feel at every touchpoint. Q. How do you foster creativity at Fisher-Price? Do you have a process in place for generating big ideas? A. Our process is centered on insights, which we gather from mom, dad, baby, and society. Some of our greatest innovations have spawned from ideas generated in our Play Lab, our child research center. The center has served as an incubator for creativity and big ideas for 50-plus years, and it has seen more than 200,000 children and 60,000 toys come through its doors. Other ideas have come via other research pathways, such as parent focus groups and in-home ethnographies. A recent product example is our Servin’ Surprises Kitchen & Table, which was born out of an in-home observation. It revealed that when children share in kitchen play, it is the serving, not the cooking, that is their favorite role. Q. Who does Fisher-Price collaborate with for creative inspiration?A. We collaborate cross-category, cross-brand, cross-company, and with real parents for inspiration. Our collaboration with our various partners, including consumers, boils down to one thing -- the Joy of Learning, which celebrates the discoveries of early childhood and the link between play and learning. Inside Fisher-Price, it is integral to our process that designers, marketers, audio engineers, packaging experts, and product safety specialists all work together to bring the best, most insightful, safest, and most developmentally stimulating products to our end users -- parents and children. We have enlisted outside creative partners to help us reflect our Joy of Learning insights in refreshed advertising and marketing efforts. For example, famed director Bob Giraldi has updated our ad spots to resonate with parents by using real families to show the authentic moments of bonding between parent and child as they learn through play. We’ve also worked to simplify and contemporize our packaging, which consumers are starting to see on shelf now. A full rollout will occur in 2013. In addition to our formal research with parents, our digital ecosystem has evolved to help us connect directly with even more parents. Through listening and involving moms and dads both online and in person, we have found that they feel more connected to our products and our brand. Q. Do you believe that taking bold risks is the secret to more creative, effective marketing? Please share an example of a risk that paid dividends for you.A. Taking risks that are outside of your comfort zone is what keeps any brand moving. Last year we were the No. 1 infant and preschool brand, with sales in 150 countries. We performed as Mattel’s largest brand. Yet we decided to revamp and rebrand to better engage a new generation of parents. We rebranded Fisher-Price -- introducing a new tag line, the Joy of Learning, and a revamped marketing and advertising campaign. That was a bold risk, but one that we see already is paying off. Q. Are you using data to develop creative marketing solutions that better engage your customers? A. Listening to parents is the way we do business. We are guided by key consumer insights, gathered in global qualitative and quantitative studies, which help us learn how better to engage and connect with mom and dad. The dialogue that we’ve started helps us better understand parents’ real needs, particularly in today’s digital world. We can engage directly with moms and dads in ways that fit their new digital lifestyles. Thanks to our increased digital footprint via our brand refresh, parents are helping us and we are helping them!