Showing posts with label Marketing-Luxury. Show all posts
Showing posts with label Marketing-Luxury. Show all posts

Tiffany | Tiffany Blue by

Sugar Pop Wishes shows you can position your brand around nearly anything to increase brand awareness -- in their case it's around their signature blue. Instagram users posts tens of thousands of photos with the hashtag #tiffanyblue and many of the blue items have nothing to do with Tiffany. 

Vogue Sunglasses | Vogue Style Mirror

Insight

Statistical evidence proved for Vogue Sunglasses that stylish experiences and lifestyle engagement increased not only brand measures but delivered immediate pay back in sales. At the same time OMD knew that the abundance of competitions increasingly alienated young audiences, especially when they are connected to cool brands. Vogue reacted to the first insight and created Vogue Style Miles – an engaging competition to collect miles/points with the main prize being a trip to Brazil.
OMD’s challenge was the second part. How could it create the respect, attention and participation this project deserves and generate sustainable growth of demand for this season and the years to come?

Strategy

Oh my God… another competition? The young, fashionable, smart consumer Vogue is talking to is literally assailed by numbers of events weekly. However, this had the outstanding main prize and wanted to maximise the pull of the potential trip to Brazil.
Research through social network and search data showed that Brazil is the destination that is most connected to mystical but fun experiences: Dancing Samba in a vividly coloured street or playing football at the Copacabana beach? Everybody has had a dream about Brazil.
How can OMD transfer the Brazilian collective imagination into a physical experience space in Italy? The answer was:  let people travel without leaving.

Execution

The agency built an interactive space with digital ultra-high resolution screens where consumers could try Vogue Sunglasses and project themselves in many different social contexts of this exotic destination: a pool party, a beach sunset, an elegant dinner and many others.

The Style Mirror was the place where the brand story met consumer imagination, while wearing sunglasses was the access gate. When the interactive screen was completed, it immediately understood the amazing power of that device: Placed in hand-selected environments of highest affinity such as aperitif parties in upmarket locations it suggested to experience Vogue Glasses in a dream Brazilian virtual environment.
Supported by a targeted strand of bought media, Display, Radio, Print and Social platforms, Vogue moved consumers in to the owned environment, where consumers could transfer themselves into the Brazil setting.
The Style Mirror, heart of consumer experience, was surrounded by sunglasses to try on: consumers could wear their favourite eyewear imagining being a star in Rio or dancing with friends in amazing locations. Connected via Facebook, consumers shared this fun, while in parallel posts generated also suggested the best retailers in the area. The idea of watching themselves from a new perspective in an exclusive environment made people feel like a star in a dream: this was the aspirational purpose of this campaign.

Results

Style Mirror smashed expectations: 5,771 people dreamed to be in Brazil for a few minutes and entered the contest, which is six times more than the competition of last year and 16 times more than the average of comparable competitions (350 - average provided by Vogue).
Consumers also shared this experience with friends on social media multiplying the exposure with the result that Italy is the number one country among 34 providing the most registered contacts to the Style Miles rewarding platform (11.290 Italians out of 20.383 global).
And most importantly it delivered significant purchase uplift: +20% vs previous year in the areas where events took place. 
BRAND:
Vogue Sunglasses
BRAND OWNER:
Luxottica
CATEGORY:
Luxury Goods
REGION:
Italy
DATE:
June - July 2013
AGENCY:
OMD
MEDIA CHANNEL:
Experiential,Online

NET-A-PORTER| Net-a-Porter Live

Insight

NET-A-PORTER is a global phenomenon and the world’s premier online retailer of high end fashion. It sells more Gucci dresses, Louboutin stilettos and Chloe handbags than any other retailer in the world.
Its customer base is the world’s most in-touch connected fashion audience. The NET-A-PORTER audience consists of grade-A fashionistas with both the passion and the funds to buy the most sought-after premium brands in the world. While they may enjoy reading about the latest trends in magazines and online, what they love most is finding out what their peers are buying – no matter where they are based in the world. Ultimately, they want to know what people actually wear, not just what they see on the catwalk and what retailers show them.

Strategy

To help NET-A-PORTER fashionistas uncover what their peers are wearing around the globe, Havas Media decided to open up the NET-A-PORTER buying engine to consumers and, in doing so, showcase the world’s hottest fashion trends.
The agency transformed the NET-A-PORTER ecommerce site into a content generation platform, revealing the styles that are trending around the world based on what NET-A-PORTER customers are buying in real-time. The result was NET-A-PORTER Live - which enabled NET-A-PORTER shoppers to see which Lanvin shoes are selling in Paris compared to London or Rome as they are purchased on the site.


Execution

The first step was to fuse Google Maps API with NET-A-PORTER’s database of customers and stock codes, allowing the agency to match the product being purchased with the location of the buyer. NET-A-PORTER staff and consumers alike could then watch in real time as a shopper from Helsinki in Finland bought a Mulberry dress, while another in Saudi Arabia splashed out on a Valentino handbag.
The next stage was to share this mesmerising feature with potential new customers. The NET-A-PORTER Live feed was integrated into online banners in five key markets with partners including Vogue, Tatler and Harper’s Bazaar. The high-net-worth visitors to these websites could see the live Google Map in the display banner, showing the latest fashion purchases by their peers across the globe. Those who saw the NET-A-PORTER Live Feed in a display banner were then able to browse items in the ad unit and ultimately make a purchase.

Results

The NET-A-PORTER Live campaign set the brand apart from its luxury retail competitors and raised the bar for online customer experiences. It delivered an ROI of £11 ($18) for every £1 ($1.67) spent, with a click-through rate of 50% a marked improvement on usual performance. The creative also proved 70% more efficient than the average in terms of engagement. A remarkable 60% of all sales driven by the campaign were from new buyers. To put into terms a NET-A-PORTER customer would understand, the total additional revenue generated was the equivalent of 2,500 pairs of Jimmy Choos or 1,700 Prada handbags.
BRAND: Net-A-Porter
BRAND OWNER: Richemont
CATEGORIES:
Accessories/Clothing/Footwear
Luxury Goods
REGION:
Australia
France
Germany
Russia
United Kingdom
DATE: August - October 2013
AGENCY: Havas Media
MEDIA CHANNEL: Online

    Cartier| Odyssee de Cartier

    To celebrate its 165th anniversary, jewelry brand Cartier unveiled this heavy, opulent short film starring the brand's emblem, the panther, who travels through Cartier's history, brushing against some of the world's most iconic locations and moments. He lands up at in Paris, where he meets supermodel Shalom Harlow at the Grand Palais, where Cartier was born. Agency was Marcel Publicis, director was Bruno Aveillan of QUAD, with postproduction from Digital District.


    To live to Odyssee>>> http://www.odyssee.cartier.us/#/home








    Full Credits

    Agency:
    Marcel
    Client:
    Cartier
    Director:
    Bruno Aveillan
    DOP:
    Patrick Duroux
    Production Company:
    QUAD Films
    Post Prod:
    Digital District
    Director:
    Mathieu Lauxerois
    Director:
    Nataly Aveillan
    Flame Artist:
    Jean-Cl�©ment Soret
    Editor:
    Coralie Rubio
    Editor:
    Fred Olszak
    Assistant Editor:
    Anthony Ornecq
    Assistant Editor:
    R�©mi Nonne
    Producer:
    Martin Coulais
    Director/Producer:
    Claudia Traeger
    Sound:
    Pierre Adenot
    Design Dragon:
    Stephane Levallois
    Graphic Research:
    François Peyranne

    Date

    Mar 05, 2012

    Harvard's John Quelch: How to Market Luxury in a Downturn

    One of the best-known academic minds in marketing talks about the two types of luxury consumers, and how to hang onto them in a recession.


    Two types of luxury consumers

    I divide the luxury market into “must-haves” and “wannabes.” Members of the first group have incorporated luxury into their lives and seek to retain that lifestyle in the face of recession. Very high net worth individuals occupy the top rung of the must-haves. They are largely inoculated from the downturn. Even if they’ve lost a lot of money in the recession, they are still ultrarich. On the other hand, those must-haves who have become financially strapped are now buying luxury items at lower price points or buying them less often, but never compromising on quality.

    The luxury wannabes view luxury aspirationally, occasionally investing in luxury purchases in order to touch luxury without immersing themselves in it. They would never buy (or probably would never be able to buy) a Ralph Lauren suit. But they can afford a few lower-cost accessories such as a polo shirt with the logo.

    Hold on to these customers in this economy?

    You have to figure out how your customers’ behavior has shifted. Can you enable your more price-sensitive customers to continue to patronize you? It’s a balancing act, because you don’t want to taint the image of the brand.

    This is more challenging at a time when cash-strapped companies are reducing spending on market research that could help them learn just how to reach those customers. Most large companies in the U.S. are cutting their research budgets by 10 percent to 20 percent. To adjust to this shift, I urge marketers to focus their research on the products, brand, and markets that are key to their strategy. Don’t waste resources on peripheral or potential consumers.

    Discounting? is that always a bad idea for luxury brands?


    Of course, discounts, if overdone, can detract from brand quality and the credibility of retail list prices. But modest, often unadvertised discounts on selected or discontinued items need not dilute brand quality. In fact, during a recession, even some luxury must-haves are hurting and need a helping hand in the form of a price cut from their favored brands.

    “Simplifier.”a new kind of consumer

    Simplifiers predated the recession, but the recession has accelerated the trend. These are people who trade down to a simpler lifestyle than they are able to afford. In particular, they seek to reduce the scope and scale of the stuff they own, because they simply find it too aggravating to maintain and less emotionally satisfying than they expected. Often, as they grow older, they place more value on — and invest more money in — experiences instead of possessions.

    Savvy marketers will keep this new Simplifier in mind when creating an argument for their product or service.

    Brand movie::: New trend in luxury advertising

    Lagerfeld




    ---------------
    CHANEL N°5



    -------------
    Dior





    The latest Lady Dior film already looks like it is going to eclipse the much anticipated (and deeply disappointing) Coco Chanel spot

    Titled, The Lady Noire Affairs and shot in a Hitchcock style the six and a half minute short will include romance, gangsters, the Eiffel Tower and of course a beautiful heroine in Marion Cotillard.

    One clue to the story being released each day over the coming week via a Twitter account and a widget is available to embed into sites and blogs.

    Directed by
    Oliver Dahan of the BAFTA nominate La Vie En Rose, the preview is available online now, with the film being released on May 20th at ladydior.com. It will also be backed by a print campaign, shot by Peter Lindbergh atop the Eiffel Tower.

    www.ladydior.com
    twitter.com/lady_dior
    www.balistikart.fr/_lady_dior/

    Swarovski:::can this brand still sparkle in modern times?

    Swarovski


    Swarovski cutting edge?

    How did it happen? How did a company that began cutting lead crystal glass more than 100 years ago in northern Bohemia become the must-have bling of modern society?

    That’s the power of brand marketing. “Crystal can sound a bit old-fashioned and grandmotherly so we at Swarovski have worked very hard to keep it modern,” says Peter Zottl, Swarovski’s corporate vice president of travel and retail (“Brand Profile,” The Moodie Report, October 2008).

    Modern is an understatement. Swarovski has single-handedly cut a swath through the designer and celebrity world. The Swarovski name is associated with miniature collectibles, sculptures, jewelry, fashion, lighting, watches and every type of accessory imaginable. It is a brand name that is the envy of every marketer who wants to garner the attention of the beautiful people.

    There was no indication that Swarovski would become such a sensation when Daniel Swarovski, son of a Czech glass cutter, patented an electric glass-cutting machine in 1892. In 1895, Swarovski opened his company in Wattens, Tyrol, in Austria, because of the availability of hydroelectric power. Swarovski has been in Wattens ever since. Still independent and family-owned, the company is managed by fourth- and fifth-generation family members. Swarovski employs about 26,000 people and maintains a presence in more than 120 countries.

    If it were just about lead crystal glass, the Swarovski story might end here. But this is a company that is nothing if not aggressive about extending its line and getting its brand name exposed—really exposed. According to the company, Swarovski is the global market leader in loose crystal; crystal objects, jewelry and accessories; precision optical equipment through its Swarovski Optik subsidiary; bonded grinding and dressing tools through its company Tryolit; gemstones and created stones; and road safety products through its company Swareflex. There are close to 900 Swarovski-operated boutiques around the world and nearly 750 partner boutiques.

    As for brushing shoulders with celebrities, stars have been star-struck by Swarovski ever since the days of Marlene Dietrich. It hasn’t hurt that Swarovski has carefully cultivated the Hollywood relationship with its presence at the Oscars (practically defining the word “bling”), the Cannes Film Festival and the Toronto Film Festival. Swarovski has also played the product placement card brilliantly, collaborating with the costume designer of the movie Moulin Rouge, creating the crystal for the chandelier in the film version of Phantom of the Opera and making notable appearances in two James Bond movies, Ocean’s Thirteen, Dreamgirls and other films.

    You’ll also find Swarovski in the public eye, always in a high-profile way. For example, the star on the Rockefeller Center Christmas tree in New York City is Swarovski crystal. Swarovski is prominently present along the world’s finest shopping boulevards and in international airports.

    The company has pushed its brand beyond its own products. In an effort to have almost everything Swarovski-ized, the company recently introduced its “CRYSTALLIZED – Swarovski Elements” brand. Basically, the product “can transform any item into something entirely beautiful,” the company says. These loose crystal elements can be embedded in a limitless range of products, each of which carries the “Made with CRYSTALLIZED Swarovski Elements” tag. Think of this as the fashion equivalent of the computer industry’s memorable “Intel Inside” campaign.

    The result is almost overwhelming. Swarovski is showing up in products from the sublime to the ridiculous. How do you even begin to think about haute couture crystal-encrusted dresses, handbags and shoes in the same way as rhinestone license plates, iPod cases, cell phone faceplates, personalized baby bottles, pet collars, Havaianas flip flops and Phillips Swarovski-encrusted USB flash drives? And if you’re thirsty, try a bottle of outrageously expensive Bling H20—it’s water packaged in bottles encrusted with Swarovski crystals. You can even use CRYSTALLIZED Swarovski Elements to create your own products.

    With all this, one might well question whether Swarovski has gone too far. But competitors recognize the company’s gift for marketing and they have followed suit. Waterford, the Irish company long known for its crystal, has dramatically expanded its product line in recent years. While it offers a range of crystal items, including collectibles and limited editions, the Waterford brand name now appears on fine china, flatware, perfume, and table and bed linens.

    Despite Swarovski’s trendy, glitzy side, there remains a significant group of people who take its reputation for quality very seriously. The Swarovski Crystal Society, which began in 1987 as the Swarovski Collectors Society, today has more than 400,000 members in 35 countries worldwide. These enthusiasts receive a quarterly magazine and can purchase annual editions and exclusive products.

    If you are not quite ready to own the brand, you can still interact with it up close—if you visit the Swarovski Kristallwelten (Crystal Worlds) in Wattens. Swarovski calls it “a guided tour through a sensual kaleidoscope.” CNN says it is “as fascinating as one of the Seven Wonders of the World.” Swarovski Kristallwelten attracts 700,000 visitors annually. It is second only to Vienna’s Schönbrunn Palace as the most visited tourist attraction in Austria.

    There is little Swarovski hasn’t thought of. It is crystal clear this brand has every sparkling facet of marketing covered.

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