No-frills packaging for Kiwis on a tight budget is changing – private label also known as store brands, are no longer viewed simply as low-cost alternatives to name brands.
Perceptions about private-label brands are favorable around the world, but value shares are not correspondingly distributed; they are much higher in developed regions like Europe, North America and Australia.
As snack manufacturers look to tailor offerings to deliver snacks that appeal to both the palate and the psyche, knowing what drives a consumer to pick one snack rather than another is vital to stay competitive in the $900 million New Zealand snacking industry.
All established companies must address a key challenge: How to find the next disruptive innovation while reacting to the disruptive innovations of others. To use the language of this year's TIBCO conference, how can one “ride the disruption wave”? Mitch Barns explores three things he's found that can play a big role.
Stimulating growth in the food market is difficult for retailers and brand owners alike, but anecdotally it’s more difficult for the latter. Recent research shows it is only going to get harder.
With an improved business outlook, farmers are ready to spend. Be that shelling out on infrastructure or perhaps upgrading to that latest tractor or ute. By understanding their unique lifestyle, retailers and manufacturers can better reach this segment of the population and serve their specific needs.
Advertising agencies have their finger on the pulse of hottest fashion trends and latest media technology. But are they in touch with the heartbeat of average New Zealanders? Agency employees media and shopping habits, their use of technology and their lifestyles are revealed and compared to the average New Zealander.
The problem with brand value is simple: no one agrees on it. The GE brand value, for example, in 2011, was variously estimated to be worth $30.5B, $42.8B, and $50.3B by different valuation services. So if valuations vary so wildly, how can CMOs and CFOs begin to understand the value they deliver with their marketing spending?
Global consumer confidence edged up one index point in the third quarter to a score of 98—up from 97 in the previous quarter and up two points from the start of the year. The index, which has been on a slow and steady rise since Q1 2012, has now exceeded a pre-recession level of 94 for three consecutive quarters.
Today, a company’s reputation is increasingly recognized as a business asset that is central to maintaining and growing business value. Despite this recognition, however, corporate competencies around reputation measurement often lag. So “How do you measure corporate reputation?”