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Jason Ryan

The Evolution of Retail | Conversations by Fjord - 1 views

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    We might be a bit obsessed by the future of retail here @fjord. http://t.co/xQg6hBMw
Maddy Wood

13 ways for retailers to deal with the threat of showrooming | Econsultancy - 0 views

    • Maddy Wood
       
      Clear price consistency on & off & in other retailers (? Policy - eg with nordstrom for timberland)
  • Offer excellent customer service  As the online channel matures, and growth slows, customer service (and customer experience) will be the key differentiator. It can also trump price in some circumstances.  For some purchases, price online will be the deciding factor once customers decide to buy a certain product, but they will also appreciate great service and the personal touch. 
    • Maddy Wood
       
      Shopping concierge - outfits app for wardrobe planning & wishlists 
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  • Appeal to the 'want it now' mentality. Sometimes, if you want a product, you just don't want to wait, and offline retailers will always have this advantage over online rivals. Retailers can make the most of this by offering the ability to check stock in local stores. 
  • Make sure staff have the knowledge
  • Use social media If people are in your stores using their phones, why not find a way of turning this to your advantage, and getting these 'showroomers' to promote your store?  One example of this comes from TopShop. After receiving free style and make-up sessions, shoppers were invited to create a digital “Wish You Were At Topshop” postcard using the photo-sharing app, Instagram.
bethgranter

Wearable Technology Market - Business Insider - 0 views

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    "There are more than 250 million installed mobile operating systems that can support wearable technology.  An iWatch could generate $10 billion a year in revenue with an EPS of $3.30. There are currently only nine smartwatches available today. Watches are a $56 billion market. Regarding retail impact, Nike, Adidas, and Under Armour have best leveraged wearables to enhance the fitness experience and efficacy of their products. The health and fitness market is about $2- to $3 billion. By 2020, batteries are expected to be 2.2x more powerful."
bethgranter

The 10 Top Trends in Loyalty Today | Badgeville Blog: On Gamification, Analytics and Lo... - 0 views

  • Game Mechanics Fuel Today’s Loyalty Programs. Gamification is today’s rocket-fuel of the modern loyalty program. It’s the new juice or icing on the cake that generates the engagement you need. You want more LTV and revs? You can’t ignore the power of game mechanics. Social is yesterday’s story and it’s now an assumed ingredient of your loyalty programs. Gamification is the next required ingredient for today’s loyalty marketer. (Example: Badgeville.com’s client implementations for Universal Music, Samsung Nation and sneakpeeq)
Antony Mayfield

Forecast for 2012: Google engineer predicts hi-tech boost to UK high street | Media | g... - 0 views

  • Recent reports suggest that for every £1 spent online, the internet influences £3 spent in stores. Google and others are working to bring all the tools that made finding great products online easy and rewarding to the real world.
Antony Mayfield

Nike's new marketing mojo - Fortune Management - 0 views

  • Once upon a time, the hush-hush plans and special-access security clearance would have been about some cutting-edge sneaker technology: the discovery of a new kind of foam-blown polyurethane, say, or some other breakthrough in cushioning science. But the employees in this lab aren't making shoes or clothes. They're quietly engineering a revolution in marketing.
  • Nike Digital Sport, a new division the company launched in 2010.
  • On one level, it aims to develop devices and technologies that allow users to track their personal statistics in any sport in which they participate. Its best-known product is the Nike+ running sensor, the blockbuster performance-tracking tool developed with Apple (AAPL). Some 5 million runners now log on to Nike (NKE) to check their performance. Last month Digital Sport released its first major follow-up product, a wristband that tracks energy output called the FuelBand.
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  • But Digital Sport is not just about creating must-have sports gadgets. Getting so close to its consumers' data holds exceptional promise for one of the world's greatest marketers: It means it can follow them, build an online community for them, and forge a tighter relationship with them than ever before.
  • Nike's spending on TV and print advertising in the U.S. has dropped by 40% in just three years, even as its total marketing budget has steadily climbed upward to hit a record $2.4 billion last year. "There's barely any media advertising these days for Nike," says Brian Collins, a brand consultant and longtime Madison Avenue creative executive.
  • n 2000, Wieden handled all of Nike's estimated $350 million in U.S. billings. Now those campaigns are increasingly split between Wieden and a host of other agencies that specialize in social media and new technologies.
  • The reason for the shift is simple: Nike is going where its customer is.
  • It spent nearly $800 million on 'nontraditional' advertising in 2010, according to Advertising Age estimates, a greater percentage of its U.S. advertising budget than any other top 100 U.S. advertiser. (And Nike's latest filings indicate that that figure will grow in 2011.)
  • Two years ago a group including Stefan Olander, 44, a longtime marketing executive (and Matthew McConaughey look-alike) formally pitched Parker on the idea for Digital Sport, a cross-category division that would take the Nike+ idea -- chip-enabled customer loyalty -- into other sports. Up and running a month later, the Digital Sport division now works across all of Nike's major sports.
  • Gone is the reliance on top-down campaigns celebrating a single hit -- whether a star like Tiger Woods, a signature shoe like the Air Force 1, or send-ups like Bo Jackson's 'Bo Knows' commercials from the late '80s that sold the entire brand in one fell Swoosh. In their place is a whole new repertoire of interactive elements that let Nike communicate directly with its consumers, whether it's a performance-tracking wristband, a 30-story billboard in Johannesburg that posts fan headlines from Twitter, or a major commercial shot by an Oscar-nominated director that makes its debut not on primetime television but on Facebook.
  • But as the marketing mix becomes less about hero worship and more about consumer-driven conversation, they say, Nike is insulating itself from an era of athlete endorsements gone wrong. "Everybody's realized there's not the same one-to-one relationship as in the past: When Jordan's hot, his shoes are hot," says a former Nike executive. "I don't know if hero worship is the same as it used to be."
  • That's not to say everything has been a slam dunk. Nike shut down its Joga network after the last World Cup game in 2006, confusing the million-plus members who'd signed up for it. Its Ballers Network, meanwhile -- launched in 2008 as an app that let basketball players organize street games -- recently had less than 300 users in the U.S.; a recent wall post was a teenager complaining he couldn't get it to work. And critics say products like the FuelBand and Nike+, while dazzling, are more about keeping Nike's retail prices high than innovating.
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    Comprehensive study of Nike's digital and social media marketing revolution.
Maddy Wood

Can web technology help to save the high street? | Econsultancy - 0 views

  • Each player is a node in our high street, but at the moment they are operating independently, rather than as a network. They may be using a web page to hold information in an archive-like manner, but they are not responding in real-time to their consumers and other nodes.
  • To strengthen the high street, we need to increase the number of mutual connections between the nodes or network participants (retail, services, local government, job centres and all others). The more mutual connections, the more adaptive the high street network becomes in response to changes in the success of individuals shops and services.
  • Establish a ‘Digital Maturity Demographic Profile’ for each town to prepare for ‘networked high streets’ and tailor connection and communicationstrategies accordingly.
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