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Do you have an iPad or Android tablet and a cat that you like making happy?
Friskies is excited to feed your cats’ senses with three new games made just for cats, “Cat fishing”, “Tasty treasures hunt” and “Party mix-up !”. The colors, movement, and game-play have been researched and tested for maximum feline fun.
The bare glass screen on the iPad stands up to your cat’s claws with no problems, but please be aware that a cat’s sharp claws could possibly damage add-on plastic film covers.
Guess what these colorful stuff are and win a book (First Things First by Stephen R. Covey).
Tesco has unveiled plans to become a global brand owner, kicking off the strategy this month with the launch of non-Tesco-branded ice-cream and pet-food ranges.
It is examining all categories to find out where else it can create brands, with the ultimate goal being products that will be successful enough to be sold in non-competing retailers such as petrol stations and garden centres.
ChokaBlok ice-cream, La-thams dog food and NutriCat cat food will be the first ‘venture brands’, as they are referred to internally, to come to market. The launches are being overseen by brands development director Sidonie Kingsmill.
‘Our own-label business is very mature, so we’re looking at what’s next,’ said Kingsmill. ‘Our venture brands are very different to own-label; they will never be “me-too” products. We look at where the customer opportunities are, where brands are not succeeding and what we can do in addition to brands. We’re in a unique position as the biggest retailer, with access to the best suppliers worldwide.’
She added that brand owners such as Nestlé and Procter & Gamble knew about the launches, but claimed they ‘were not upset’ because the products offered something different and were good news for the overall category.
Marketing for the products, which includes press ads, websites and sampling, refers to Tesco only as the stockist. The launch of NutriCat, a vet-approved nutritional range, is backed by sponsorship of ITV’s Animal Kingdom.
All three brands will launch in Tesco’s central European stores in the coming weeks. The retailer also recently trademarked the term Carousel under the toy category and the word Muse in the confectionery category.
This article was first published on marketingmagazine.co.uk
All consumer markets of industrialized countries and now developing countries are characterized by great diversity of supply and an increasing complication in the process of products assortments by retailers. This major increase in the number of products on the shelves, which may also interfere in some cases with the store offer but also in the shopping process of consumers, has led the retailers to consider setting up a new approach to their assortment and relying on a more active collaboration with the suppliers.
Category Management appeared as a tool for restructuring and optimizing the assortments in a cost-effective way. This trend is part of a broader stream introduced in the United States and in Europe in the 90s called Efficient Consumer Response (ECR) which aims to redefine and restructure the supply through the acceleration of information flow and process of delivery between the retailers and the brand owners.
The supply side of ECR is not perceived by the consumer, while the demand side is referred to as category management, which includes merchandising, promotions, pricing and product mix.
The principle of category management is to group all products by universe (food, personal care, home, leisure), then by categories and sub-categories based on their complementarity and similarity. For example a mother should find in the same aisle, diapers, baby milk, baby food jars, wet wipes, kid shampoo, etc …
The key area of responsibility becomes the responsibility of the product itself. Therefore the retailers supply and purchases should be based on products grouping in coherent universe, then the management of procurement, supply chain logistics, merchandising and promotional activities in permanent liaison with the observed characteristics of the sale of the concerned products.
From their internal design and appearance which is far from looking like the shelves and displays of regular supermarkets and hypermarkets, hard-discount stores were considered restricted to “the poor”. Mostly these are low-income households with children who visit such stores but with the global economic changes and the market developments, the clientele of hard-discount are getting more diversified.
Indeed, nowadays many middle-income households are also shopping at hard-discount stores because they are buying lots of basic goods, however, they still also shop in hypermarkets and supermarkets. This is actually what is called “zapping”, as consumers are unfaithful to products, brands and distribution channels. Thus, the hard discount stores have attracted an increasing population.
70% of households in France visit at least once a year a hard-discount (secodip), this represents 2 of 3 French households. Households are more and more attracted by “cheap stores” or the what-so-called “every day low prices”.
The hard-discount clientele can be divided into 4 categories:
The disappointed:
They attend more often hard-discount, as hypermarkets leave a very bad image in terms of price/quality. They also want to minimize the time spent doing their shopping, which is almost impossible in a hypermarket or supermarket. The average time spent in a hard-discount shop is 20 minutes, about 3 times less than in hypermarkets.
The hedonist:
This category takes pleasure while shopping and choosing products, which is why they occasionally visit hard-discounters because they are attracted by the promotions and the original products. But this does not prevent them from attending other store formats.
Small budgets:
They regularly attend hard-discount stores because they seek the lowest price and they appreciate the speed of service at check-outs.
New brand seekers:
They attend only occasionally hard-discounters because they are seduced by the unknown brands and their quality products. As a result, they do their main shopping in supermarkets and hypermarkets.
No matter in which of the above categories the consumer falls, the 3 essential points in a hard-discount store are: low prices, speed of service and proximity. Hard-discounters also understood a very important aspect of daily shopping need of their consumers, which is “quality” and this is getting more obvious during their negotiations.
It is almost impossible to create a standard profile for consumers and their shopping behavior, as each one of them creates his own shopping pattern based on the different distribution formats he has access to and depending on his needs.
The news is out, yesterday Groupon started partnering with a grocery chain to start a test program. But what value can this kind of partnership bring to groceries, supermarket and hypermarkets?
In my opinion, it will not add any value.
Why? Because food retailers all over the world and in partnership with brands, are into the “group buying” business without declaring it with these words, way before Groupon and all the rest and without any minimum quantity restrictions.
Supermarkets and hypermarkets, on any given day, have an average of 100 promotions and discounted products on their shelves, websites, printed leaflets, …
Brand owners, depending on the category, fight every 7 or 14 days to find a free space in the catalog of a retailer and most of these leaflets are showing only promoted products, price discounted items, buy1get1, value packs, etc… the promotion formats can be endless as brand owners can be very creative to push their sales.
Not forgetting that also some food retailers, keep on always offering loyal consumers who are part of their loyalty programs, additional discounts and promotions, to make them feel more special.
No matter what kind of promotion format Groupon or other group buying sites will use or offer their consumers, but surely it going to be déjà vu, specially that some retailers also started showing a countdown clock for promotions on their websites.
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