Ik moet ervoor waken niet al te vaak terug te komen om mijn paradepaardje, de kracht van een verpakking. Ik geloof heilig dat dit instore marketing instrument bij uitstek vaak een ondergeschoven kindje is.
Daar is men bij P&G ook achter. P&G liep ook voorop bij het inzien van het belang van goede instore marketing. Alleen al met het aanstellen van vele instore marketing managers, maar ook met de door hen gebezigde kreet “the moment of truth”.
Wederom neemt P&G de voorloop rol op zich, getuigen bijgevoegde artikel uit de Advertising Adge website (tip van POPAI). Op die site vind je een interessant artikel waarin dieper wordt ingegaan op het belang van goede verpakking. Erg interessant.
http://adage.com/article?article_id=143211
Five ways P&G is using design
The traditional way: Package design remains the key to winning consumers at the shelf, what P&G calls "the first moment of truth."
CREATING NEW FRANCHISES AMONG BRANDS: To leverage its scale in countries where both Crest and Oral-B are established brands, notably the U.S., P&G is using design to forge a franchise linking products from both brands for beauty-focused consumers with the 3-D White line of products in toothpaste, toothbrushes, mouthwash and whitening strips. It has a similar Pro-Health franchise linking toothpaste, mouthwash and brushes for more health-focused consumers.
TO EXPAND BRANDS AND BUSINESS MODELS: Besides expanding the brands into service and retail, Mr. Clean Car Washes and Tide Dry Cleaners are also a design exercise, adding another dimension of retail space and experience to the brands.
TO TURN AROUND BRANDS: Design-thinking exercises -- and design revamps -- have been key to saving Herbal Essences from the brink of extinction at the retail shelf and, P&G hopes, will reverse share losses in recent years for its hair-care category leader Pantene, a $3 billion global brand.
TO SOLVE BUSINESS PROBLEMS: P&G has used "design thinking" exercises, which include lots of co-creation with consumers or other affected parties, to try solving a number of other business problems, including how to organize its beauty and grooming marketers. The result: P&G moved to reorganize along men's and women's lines as opposed to traditional category lines.
Daar is men bij P&G ook achter. P&G liep ook voorop bij het inzien van het belang van goede instore marketing. Alleen al met het aanstellen van vele instore marketing managers, maar ook met de door hen gebezigde kreet “the moment of truth”.
Wederom neemt P&G de voorloop rol op zich, getuigen bijgevoegde artikel uit de Advertising Adge website (tip van POPAI). Op die site vind je een interessant artikel waarin dieper wordt ingegaan op het belang van goede verpakking. Erg interessant.
http://adage.com/article?article_id=143211
Five ways P&G is using design
The traditional way: Package design remains the key to winning consumers at the shelf, what P&G calls "the first moment of truth."
CREATING NEW FRANCHISES AMONG BRANDS: To leverage its scale in countries where both Crest and Oral-B are established brands, notably the U.S., P&G is using design to forge a franchise linking products from both brands for beauty-focused consumers with the 3-D White line of products in toothpaste, toothbrushes, mouthwash and whitening strips. It has a similar Pro-Health franchise linking toothpaste, mouthwash and brushes for more health-focused consumers.
TO EXPAND BRANDS AND BUSINESS MODELS: Besides expanding the brands into service and retail, Mr. Clean Car Washes and Tide Dry Cleaners are also a design exercise, adding another dimension of retail space and experience to the brands.
TO TURN AROUND BRANDS: Design-thinking exercises -- and design revamps -- have been key to saving Herbal Essences from the brink of extinction at the retail shelf and, P&G hopes, will reverse share losses in recent years for its hair-care category leader Pantene, a $3 billion global brand.
TO SOLVE BUSINESS PROBLEMS: P&G has used "design thinking" exercises, which include lots of co-creation with consumers or other affected parties, to try solving a number of other business problems, including how to organize its beauty and grooming marketers. The result: P&G moved to reorganize along men's and women's lines as opposed to traditional category lines.
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