There has been a growing trend in a number of markets of moving away from going out to enjoying more in-home experiences. Whether this is beer consumption, cooking instead of going out to restaurants or in-home ‘cinemas’/movie viewing, the changes seem to be fuelled by a combination of economic factors (not least the recesssion) but they are also being driven by innovations which are helping make the in-home experiences better – like in-fridge dispensing packs for beer and the Nespressoes of beer e.g Heineken Beer Teller, like the growth of big screen television, HD and on-line rental and/or streaming of films.

How then should the out-of-home industries respond? Cutting costs and prices in recessionary times? For me there is a huge danger in this approach as cutting costs can lead to an even worse experience when people choose to go out and then that possibly downgraded experience merely encourages them to stay in more.

For me one positive strategy is to invest in making the going-out experience even better than staying at home. Odeon’s new “The Lounge” concept is a perfect example of this. They describe it as:

“ a unique over 18′s luxury cinema experience. The Lounge offers you the chance to enjoy Fine Food and Film in the most exclusive cinema setting. Each of the intimate screens has no more than 50 seats. Each leather seat fully reclines at the touch of a button and has double the leg room of a normal cinema seat. At the heart of this unique experience is an innovative approach to fine dining where an exclusive menu is delivered by our service staff directly to your seat Your personal experience begins as you walk through the door and are greeted by a concierge who will lead you to our luxury bar area. Here’s where you can begin your journey – grown up cinema at its best”

Now the only question is are there any good films on at the moment?

We’ve often heard of brands doing specific products or promotions for charity – e.g. Wikinson Sword sponsoring Movember and ‘the pink effect’ associated with Breast Cancer promotions. Usually this is a brand taking an initiative and offering consumers a way of bringing a charitable cause close to them for a relatively small investment and commitment. Successful examples of these charitable tie-ups create positive brand perception (they’re not just profits-led), of course drive funding for the charities and broaden the relevance of both the charity and brand by bringing new consumers to both.

So it’s great to see consumers calling for a brand to broaden its relevance and adopt a similar approach: Mattel, who manufacture Barbie, has been called to launch a ‘Bald Barbie’ to help support young cancer victims suffering from hair loss and feeling rejected by typical notions of what makes them feel special and beautiful as young girls.

Now, as a Barbie fan I can tell you that she sold to me like no other the dream of a perfect lifestyle: the blonde mane, the perfect figure, the matching handbag and shoes and even Ken – her ultimate accessory in the form of a convertible-driving, handsome ‘good guy.’ But for a long time she’s been criticised for this approach: it’s an out of date female role model that for some promotes an unhealthy body image and clichéd viewed on women’s role in society (even ‘Home & Office Barbie’ has an all-pink work suit and a pink computer on her desk).

Which is why the idea of a bald Barbie is so brilliant for the brand: it’s an unexpected update for a brand in desperate need of a 21^st Century reality check. It redefines Barbie’s usual line extensions by veering strictly off course from the brand’s very exclusive and fairly fixed portrayal of female perfection. Cancer, you might say, is not an obvious brand ‘fit’ with Barbie’s dream life. But this is a brand which hasn’t offered us anything new for 20 years. The last big piece of news was black Barbie – and she also had perfect hair, an unnaturally thin figure and handsome boyfriend in a convertible. So for Barbie to offer something genuinely relevant to today’s world would be her offering something new.

When we look at other female icons of today, it’s plain to see that their unified message is about acceptance, relevance to all and living life to the full rather than worrying about which colour twin set to wear. Think of Lady Gaga (loves gays, political activist!), Madonna (openly sexual, looks 20 at 50!) and Beyonce (consistent female empowerment message, bigger thighs than Barbie!).  Barbie has the opportunity to become a more relevant female icon here. No longer are we all dreaming of being picked up by Ken in his convertible – we’re dreaming of buying our own.

If Barbie can catch up with these icons who have built empires on relevance, strength and adaptability, she will give herself a renewed emotional traction which could mean a stronger future for the brand. For a long time we’ve all been wondering how Barbie will deal with her mid-life crisis: sales are down and changes in hair colour and outfit simply aren’t cutting it in a world which is defined by faster innovation and more sophisticated dolls than when Barbie was born.

So come on, Barbie, this is the makeover you really need: lose the hair and gain a bit more respect by reinventing yourself as a bald-headed babe (and brand) who helps people feel better, not left out. Now that’s a doll worth buying.

I travelled to Paris this week and stayed overnight.

The hotel sent me a feedback survey the very next day which I duly completed with a comment about the check-in process.

It was only a little niggle in what was otherwise an ok stay but they asked, so I told them.

Within 24 hours I had received a personalised email in response with appropriate apology and an offer of an upgrade next time I stay.

Closing the loop done well.

Yes, I’m more likely to choose that brand of hotel again and yes I’m telling people about the experience.

One person taking responsibility and taking action swiftly has turned a potential detractor into a promoter.

By contrast, we’ve booked a week’s skiing next month (having first checked out the hotel on Tripadvisor) and have been more than a little concerned to read a lengthening series of terrible reviews from customers who have stayed there very recently.

Dreadful food, cold showers, staff who don’t have a clue and don’t take responsibility.

At least there is snow !

We contacted the company and told them we had read the reviews and were worried. They responded with something about ‘teething problems’ and promised that they were sorting it all out.

The poor reviews keep coming. ‘Don’t book’, ‘Avoid’ etc. are not words calculated to make us look forward to a care-free holiday.

Promises are one thing – and these came from the brand manager.

Keeping promises is something very different indeed.

This company know very well that if they continue to provide such a poor customer experience they will be in deep trouble and yet they haven’t yet taken the action needed to fix the problems they clearly have in running an effective operation.

I’ve just called the brand manager to ask him what he proposes to do to ensure we get the holiday his brand has promised and we have paid for.

Will he take responsibility and give me the guarantees I’m looking for ?

Will he take refuge in blaming others or simply spouting platitudes about how ‘customer feedback is important to us’ ?

I wonder…

Come on, put your money where your brand promise is ?

Show me the customer (and especially this customer) really does matter.

Watch this space…

PS If you want me to name names, please drop me a line timkaner@thevalueengineers.com

This Christmas, in between eating, seeing friends and general merriment, I held a brand positioning and identity workshop for my brother and sister’s personal training business, born2move. A bit geeky for a holiday I know, but it was great to be able to repay the favour after years of receiving fitness and nutrition tips that have moulded me into the health freak I am today…
The message we want to get across is that born2move are a bunch of personal trainers, yes, but they are so much more, ultimately helping their clients to ‘live their life in the body they want’ through fitness, nutrition, lifestyle coaching and more.
The workshop included customer, competitor and born2move brand analysis before splitting into teams to write up the brand positioning. Following this we spent some time discussing the brand identity, specifically the logo, graphic devices, primary colours and secondary colours, and finished the session brainstorming the various customer ‘touch points’ and where we would execute the identity.
With the positioning workshop complete we’ve put together a brand book and feel really excited about the brand and where we want it to go. We are hopefully on our way to building a relevant, motivating, consistent, credible and durable brand identity.
The Personal training studio is opening later this year so watch this space!

150 years is no mean achievement and we at The Value Engineers would like to join others (including the PM David Cameron) in saluting and congratulating everyone at The Grocer

This British market leading magazine is essential reading for us at The Value Engineers as it does what it says on the “tin” …well web-site; namely “keeps you up-to-date with the latest news and issues facing the UK grocery market.”

We would also commend the special 150th Anniversary Commemorative Issue which combines both an enjoyable look back over 150 years with a few predictions for the future. I personally particularly enjoyed the section – “The Grocer’s 150 Defining Moments” as the little nuggets in the entries will probably form the basis on various quizes over the next year.

e.g Whose famous last words were according to legend – “Keep the stores well lit”

a. Christopher Wray

b. Jesse Boot

c. John James Sainsbury

(Answer c … In the entry for 1869 the year when Sainsbury first opened its door in London’s Drury Lane)