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The Evolution of Marketing to Women

Posted By Mintel, Monday 11 March 2019

To celebrate International Women’s Day, we asked three analysts from our global offices to examine how new product launches, positionings and marketing to women have evolved over the past 10 years in the categories they cover.

Drinks: Supporting Women’s Empowerment

Ophélie Buchet – Global Food & Drink Analyst, based in London

Women are important to the alcohol industry, as the brands that have shown the greatest growth in recent years have been ones consumed by women. So the marketing of alcoholic beverages needs to become more gender neutral as any targeted offering runs the risk of being seen as patronising. Moreover, men are increasingly switching to gender-neutral drinks with low-alcoholic/non-alcoholic beers, pink gins and rosé wines selling well across genders.

Despite this, brands in the category have persisted with launches and advertising that reinforce gender stereotypes. Controversial examples are Brewdog Pink IPA, ironically referred to as “beer for girls”, and the smaller “elegant and stylish” whisky glass for women by Luxor Crystal.

Credit: Brewdog

Alcoholic beverage brands should focus on recognising what they have got wrong for so long. Beer brand Skol in Brazil, for instance, invited female artists to revamp the brand’s sexist adsin a bid to demonstrate that it has moved away from such values. Alcoholic beverage brands also need to show they support female empowerment. Diageo’s “free the bid” initiative called on its agencies to put forward at least one female director in the teams behind its marketing campaignsSmirnoff launched an “equaliser” campaign with Spotify to increase the representation of female artists by allowing consumers to discover more music from female artists based on their own listening habits.

Credit: Smirnoff

Finally, alcoholic beverages brands will have to look for inspiration in the wider FMCG industryin order to support female-led business initiatives and challenge remaining gender stereotypes. In the non-alcoholic drinks category, Starbucks launched a limited edition ‘Reserve Colombia Café Mujeres’ – an Arabica-style coffee from the Huila region that is 100% made and processed by Colombian women. While Yoplait launched a defiant campaign to expose the stigma and judgment attached to motherhood and to take a clear stance on the brand’s unconditional support to mums, no matter what their choices are.

Beauty: Breaking Stereotypes In India

Rimpie J. Panjwani – Senior Analyst – BPC India, and Minu Srivastava – Research Analyst – BPC India, based in Mumbai

The tides are changing in India – and the beauty and personal care industry is waking up to a new era of equality and inclusivity. Some brands have changed how they target female consumers; some are riding the wave that followed, while others – the laggards – are being forced to change.

Start-ups are key in shifting the mindset forward. The Indian beauty company Happily Unmarried celebrates the choice of being single in a country where marriage is the norm, especially for women. By adopting unconventional product names and fun branding, the company calls out stereotypes around women.

Credit: Happily Unmarried

Another good example for this positive shift is Ariel, which tries to challenge the status quo and attempts to break stereotypes through its ‘Share The Load’ campaign. Launched in 2015, it urged men to answer: why is laundry only a woman’s job? As per WARC 2018 edition results, ‘Dads #ShareTheLoad’ remains a top-ranked campaign today.

This year, Ariel updated the message to go deeper into the cause of disparity. In the context of the right upbringing, Ariel urged this generation of mothers to be the change-makers for the future and raise yet another pertinent question – are we teaching our sons what we have been teaching our daughters?

In general, we can see that regulation has led change where brands have been lax. After the Advertising Standards Council of India issued guidelines in 2014 stating that “ads should not reinforce negative social stereotyping on the basis of skin colour” or “portray people with darker skin [as]… inferior, or unsuccessful in any aspect of life particularly in relation to being attractive to the opposite sex”, the controversial brand Fair & Lovely had to make changes. It was forced to shift towards more positive messaging and talk about ‘nikhar’ (glow), rather than putting the focus on ‘fair’ skin. This shows that India is clearly moving towards a more progressive society, where women are perceived as equals.

Credit: Fair & Lovely

Fashion: Embracing Diversity

Alexis DeSalva – Senior Research Analyst covering US retail and eCommerce, based in Chicago

The integration of social media into many consumers’ lives has sparked a need for transparency. In an era when everyone – people and brands – are seemingly ‘on display’, consumers are craving authenticity and inclusivity. This desire is prompting more brands and retailers to show real people in campaigns, a departure from the photo-shopped perfection of years past. In an industry where models have been simultaneously idealized and scrutinized for unrealistic appearances, many fashion designers have shifted to a more inclusive and realistic use of models, a trend that’s occurring off the runway as well.

Some brands and retailers have aimed for larger representation in their advertisements. At the end of 2018, clothing retailer Madewell, for example, ran campaigns featuring older female models to highlight the versatility of their clothing, which had traditionally been marketed towards younger women.

Credit: Madewell

Aerie recently unveiled its latest #AerieREAL role models campaign, featuring a slew of ‘real’ women of various ages, races and shapes, in lieu of traditional models. Finally, in the summer of 2018, activewear retailer Outdoor Voices introduced its swimwear collection with ads featuring a diverse selection of models, including amputees and women of different races and body types. Consumers can detect inauthenticity and many are seeking genuine representation, which can help them form closer connections with brands and ultimately establish credibility with a brand or retailer and foster loyalty.

The new #AerieREAL role models Credit: Aerie

This article first appeared on

 About Mintel

Mintel is the world's leading market intelligence agency. For over 40 years, Mintel's expert analysis of the highest quality data and market research has directly impacted on client success. With offices in London, Chicago, Belfast, Düsseldorf, Kuala Lumpur, Mumbai, Munich, New York, São Paulo, Seoul, Shanghai, Singapore, Sydney, Tokyo, and Toronto, Mintel has forged a unique reputation as a world-renowned business brand.

For more information on Mintel, please visit Follow Mintel on Twitter: or join the Mintel LinkedIn community:

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A Day in the Life of... Robert Flavin, Director of Strategic Planning at V360°

Posted By The Marketing Institute, Wednesday 6 March 2019
Updated: Monday 4 March 2019

Robert Flavin V360

What does a director of strategic planning at v360° do? 

Figuring out clients’ specific business challenges and creating a solution that fits their needs, is what keeps me occupied most of the time. But to do that it is so important to keep up to date on market dynamics and consumer trends, globally, regionally and of course here in ireland. Part of my role is to lead the consumer, shopper and retailer understanding of the agency. This allows me to have an informed independent voice and constructively shape our response to client briefs. Working in an agency with a varied number of clients, both retailers and brand owners, means that each project brings its own set of challenges and opportunities.

What were your key career moves to get to your current role? 

My career path prior to joining  the Visualise group to help set up v360°, is incredibly relevant to the role that I now have. With roles in market research agencies, client side at Renault, Nissan and Diageo in sales, marketing and planning as well as strategic planner at advertising agency BBDO,  all help on the day-to-day deliverables to clients. 


What is the biggest challenge you face in your role? 

Building a new agency offering presents a unique set of challenges, with ongoing change as a  constant. Flexibility is key in order to balance deliverables for ongoing projects, keeping an ear to the ground on evolving trends in retail, while proactively developing business. 


What key skills do you need to be effective in your role? 

As a strategic planner a healthy curiosity is a must, which thankfully comes naturally to me - yes I was the child that always asked "why?". So understanding what makes people from different cohorts, backgrounds and cultures tick is fascinating. In our agency environment it’s so important to actively listen to others’ perspective, strive to provide a clear direction or plan, while always aspiring to the best outcome for our team and clients. Learning to trust your judgement in the absence of perfect data is key. As a previous boss of mine used to say "don’t let perfect get in the way of better". 


Describe a typical working day. 

The typical day doesn’t exist, which is one of the reasons that I enjoy working here so much. My day can be a combination of business development meetings, preparing for an upcoming workshop, creative briefing session for a new campaign, developing a category innovation strategy, debrief to client, liaising with retailers to activate a new campaign, attending or presenting at industry events. The evening time can see me lecturing (Technical University Dublin - advertising and digital communications) or coaching Cuala GAA U13 hurling squad. 

What do you love most about your role? 

I love the sheer diversity of the range of projects and challenges that I work on, from developing a new campaign idea for a product launch, to in-depth shopper research to understand what drives people’s behaviour, from developing a new strategy that helps overcome a business challenge to seeing a campaign come to life. 

The great thing about working at V360° is the team spirit – we all actively help out with each other’s project – as a small, rapidly growing agency it’s so important that we work with each other rather than handing off tasks. 

Working with a range of retailers and brand owners, helping to find solutions to business challenges through insight, creative thinking, ideas and brilliant execution... it’s a role where I am constantly learning. 

To whom do you look for professional inspiration in your role? 

I’ve always been a fan of Malcolm Gladwell and his uncanny ability to get behind the headlines, critically evaluate the evidence and to really understand what’s going on. 

Mark Ritson is provocative, informed and has an often entertaining view of the world of marketing. While I don’t always agree with his perspective, he is always thought-provoking.

Tom Fishbourne ‘The Marketoonist’ has an uncanny ability to hold a mirror up to the marketing trends and point out the Emperor’s New Clothes. 

The work that Daniel Kahneman, Byron Sharp, and Binet & Field have done in terms of understanding how we think and behave as well as how marketing actually works is invaluable.


Robert will lead our Meet the Shopper workshop on 13th March.

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A Day in the Life of... Su Duff, Director of consulting business The Answer

Posted By The Marketing Institute, Wednesday 20 February 2019

Su Duff

What do you do as Director of The Answer?

Back in 2012 I started a micro-business called The Answer which offers an interim panel of highly experienced, project-based marketing and communications professionals. We help over-stretched businesses by extending their team capabilities in marketing strategy, planning, implementation, business development and event management. Our interim experts can effectively “join a team” during long term absence, or for the duration of a project to ensure it is delivered on time and in an efficient manner. We provide solutions in-house or work externally as an entire team. As Director I drive proposal wins across the team, liase with new and existing panelists, develop partnerships for the future, guide the company administrator and often also base myself in-house for client organisations.


What were your key career moves to get to your current role?

Seven years as a Retail Buyer creating new products, learning negotiation and the art of complex project management was an incredible foundation in commercial skills.  It taught financial planning and projection, through to reading the market and observing trends, the benefits of building strategic alliances and strong supplier relationships to respond to market demands. I moved into advertising and media through JCDecaux, became Director of the OMA and brought JNOR (Joint National Outdoor Research) audience measurement to market over 5 years. After 4 years as Head of Client Service & Communication for IDMA, and in a part time role creating members services and new business for Association of Advertisers in Ireland (AAI), I was eventually able to take on short term contracts and build The Answer.


What is the biggest challenge you face in your role?

Time! Running a small business means workload is not confined to one obvious task in hand. For example, outside of team management, generating business and providing services, there are dates throughout Revenue’s calendar when the company accountant requires important data checks. It takes strong boundaries to prevent work often spilling into weekends. Given this backdrop, my biggest challenge pertains to something I lack direct control over - time waste. Meetings about partnerships that never see the light of day and requests for proposals that remain unawarded to any organisation, despite hours of planning input.  This time issue is familiar territory for anyone in the “pitch” game and something we constantly strive to figure out.


What key skills do you need to be effective in your role?

In general, it’s helpful to be flexible, comfortable with change or uncertainty, to be positive, interested in people, resilient and a strategic thinker.  Specific additional skills are called upon according to contract, for example I’m currently in-house with CMRF Crumlin and was initially brought in to build and integrate their Above The Line fundraising campaign.  My relationships and knowledge across media and advertising allowed us to build momentum around the amazing community doing #WhateverItTakes for Ireland’s sickest children. It brought together short-term response mechanisms and longer-term brand profile.


Describe a typical working day.

In any given week I tend to run projects for diverse organisations and its content will depend upon the number of days I’m based in-house for a client. Occasionally there’s an early morning start submitting work for organisation A, before heading off to be in-house at company B, driving home that evening may include telephone discussions with potential partners or panel members. The following day might begin by gathering to prepare a new business proposal, then meeting someone interested in participating in The Answer’s panel, followed by guiding our administrator how to amend the website, what to outline in a document or how to respond to the accountant for financial queries.


What do you love most about your role?

Variety may seem like an obvious answer for this question! But even more than this, I very much appreciate the opportunity to meet such a wide range of professionals across the organisations I am lucky to work within. The first-hand experience of differing corporate cultures, leadership styles and management communications is second to none. It provides so much food for thought and many personal development opportunities. I’ve had the privilege sit on SMTs, co-create a 5-year plan, dream potential and built new commercial partnerships, win pitches, close business, develop advertising campaigns, establish content for #AAIToolkit, create countless websites of varying ilk manage clients and study return on investment.


Looking ahead, where might your career path lead to next?

Across the past 6 years each one has varied significantly depending on those involved with The Answer’s panel, their skills focus, range of organisations we work with or make proposal to.  During the coming years I plan to further refine the organisation structure and processes so that it that relies less upon my active involvement in driving the sales pipeline, facilitating growth. I hope to find a small number of mentors to work with over this time to help challenge my personal growth and development of The Answer to its full potential.


To whom do you look for professional inspiration in your role?

Rather than naming superstar marvels, I’m choosing to answer this from a more personal slant as there are so many industry colleagues that have inspired me. Some for their lateral thinking, breadth of knowledge, courage to start their own business or simply by remaining positive and ‘human’ as a leader in business. Right now, I’m working with two amazing female leaders who repeatedly impress me with their strategic thinking and commercial acumen.

Back as a Commerce student I spent university holidays gaining work experience. I particularly enjoyed learning from my Dad when he was Country Director for a multinational organisation abroad. I marvelled at his ability to stay measured and personable for his staff, competitors and clients despite countless challenges over the time. Together with commercial negotiation, these characteristics helped him to attract a lot of long-term business partnerships. Later the Director from the first role in my career stood out in a similar vein. More recently I enjoyed working with Alex Gibson year after year on ARVRInnovate. He’s one of those people who stops at nothing – if there is someone on the other side of the world he wishes to talk with then he ploughs ahead and finds a way to do so. Most impressive! 

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Digital marketing: measure what matters!

Posted By John Dunne, Founder of Ignite Digital, Wednesday 20 February 2019
Updated: Tuesday 19 February 2019

John Dunne Ignite Digital
John Dunne, Ignite Digital

There’s never been more data, tools and service providers available to evaluate the business return from marketing investments, yet it’s never been more challenging to be an effective marketer. Every channel has its own unique set of metrics, making it very difficult for marketers to compare effectiveness across channels. When it comes to digital marketing, positioned as the most trackable of all media, the challenge is even greater. Digital media suffers from an endless supply of choices and data, which creates confusion for marketers and overwhelms them.


Accountability vs effectiveness

There’s a lot of talk in the industry about ‘accountability’ and ‘effectiveness’, but some clients and agencies behave in ways that make accountability difficult and effectiveness harder. There’s a clear lack of rigour when it comes to evaluation. Performance metrics, such as cost per click or cost per sale, are chosen because they’re easy to measure basis, not on their importance for long-term brand health. It’s worth checking out what some senior brand executives had to say in a series of recent videos  on Marketing Week. They eloquently set out the currency of marketing effectiveness and why it appears to elude so many brand owners.

Marketing accountability is a top priority for marketers across all media. Its importance is being driven by many factors: the proliferation of digital channels, the increasing microsegmentation of consumers, an endless array of marketing data available, and, most importantly, an increased focus on marketing returns.


Performance fixation

This ROI obsession applies to all media. The performance fixation has drawn disproportionate attention to more strategic measurement of digital channels. This kind of scrutiny scares many marketers, as online measurement and intense data analytics are often considered as pleasant an experience as root canal treatment!

The business truism “what gets measured get done” might have been accurate once, but in today’s data-driven, digital world it seems that everything is quantified, tracked, and recorded. And to what end? In today’s world, it seems you can’t be too thin, too rich, or have too much information. Wasn’t having all this data at our fingertips supposed to make us better informed? Instead, it seems that everything is measured, and nothing gets done! In our information-driven economy, the real challenge lies in keeping our heads above the deluge of data, and in learning how to distil meaningful insights from information.


Currency of effectiveness

An industry fault is that we tend to see the world in discrete camps: buyer/non-buyer; heavy user/light user. Not surprising, then, some view online and offline worlds separately. We continue to assess advertising in terms of awareness because it’s easy to measure – even though the link with sales and profit is often tenuous. Direct response rates are popular barometers of effectiveness, even though they’re short-term effects, don’t necessarily represent incremental business, and are driven by factors besides marketing. We assess online activity by online responses, but evidence shows the real payback takes place offline for most brands. Binet and Field’s excellent new paper, 'Effectiveness in Context', eloquently highlights this point.

Reality, as usual, is more complicated than we care to admit. For example, renewing a Netflix subscription is very different to a more complex purchase such as car insurance. One takes place entirely online; the other mixes online research and offline purchase, as the customer thinks they will get a better deal by haggling over the phone with the sales agent! Now do you see why this is so complicated? Unfortunately, there’s no magic formula to measuring marketing effectiveness. But marketers must ensure they are not just measuring what is easy, but instead measuring what matters.


The great brutish bake-off

Measuring is easy; evaluating is hard. Think of data as the ingredients: anyone can measure flour, milk and eggs, but without the right information – that is, a recipe that gives you the correct ratio of those ingredients – the mixture will never become bread. Sales data, for example, measures recorded behaviour, whereas survey data informs planners on likely behaviour.

Data that measures gives us dimensions, quantities, and proportions. Data that informs will depend on perspective and context. It reveals substance rather than structure. Data that measures tracks performance by assessing impact. Data that informs, on the other hand, builds understanding, tests concepts and strategies, and helps shape decisions.

Setting KPIs (Key Performance Indicators) or OKR’s (Objectives and Key results) are seen by many as a necessary evil, or some perfunctory exercise. They need to be built gradually; doing too much too soon will lead to a lot of unnecessary pain. It sounds obvious, but the starting point should be to understand what you can and can’t control. All too often, I come across client reviews where they had set KPIs they couldn’t track.  Contrary to popular belief, if everything’s at green in your performance review, you’ve failed. Setting the bar too low gives brand owners a false sense of accomplishment. Setting ambitious targets puts skin in the game and challenges everyone to deliver as best they can.

In the end, effectiveness boils down to doing the right thing and I would argue it’s more important than accountability, which is being seen to do the right thing. Many years ago, a client partner of mine always advocated doing exactly this. Their mantra to me then was to ‘ask for forgiveness and not permission’! Sadly, with trust eroding in many client-agency relationships, the mantra now seems to be W. Edwards Deming’s classic line: – ‘In God We Trust; All Others Bring Data’.


About the author

John Dunne is Founder of Ignite Digital, a company that offers unbiased advice to effective marketers in Ireland. John has more than 20 years’ experience in the media business and a strong pedigree in digital advertising, he has an intimate understanding of the media supply chain and how it supports broader marketing objectives in the context of driving business growth.

John is accredited by IAPI and the AAI as an independent media consultant.

ignite digital


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4 Global Yoghurt Trends to Look for in 2019

Posted By Mintel, Tuesday 19 February 2019

The spoonable yogurt market is a volatile one which has swung repeatedly between growth and decline in recent years. The health and sustainability credentials of dairy in general, and yogurt in particular, have come under scrutiny and in some of the largest yogurt markets, consumption per capita is decreasing. Regular NPD and new, exciting flavours are needed to inject excitement in the category. Using Mintel Global New Products Database (GNPD), we highlight four yogurt trends to watch out for in 2019, from clean label to floral flavours.

Make it clean, make it healthy

Over the past few years, yogurt brands have focused their efforts on removing artificial additives and preservatives from products. However, the category has recently been tasked with reducing the sugar content of formulations. For example, the UK market is aiming to cut sugar content by 20% by 2020. Clean label is also increasingly seen as proof of health. Indeed, Mintel research finds that more than half of yogurt consumers in the UK would choose a yogurt with a short ingredients list, over one with a long list

Launched in Germany, Arla Bio Nur strawberry yogurt is a stripped-back yogurt consisting of simply 75% organic yogurt with 25% organic fruit preparation. It is free from added sugar and contains “nothing else”, as suggested by the brand name (‘nur’ is German for ‘just’). The yogurt addresses consumers’ growing concerns about high sugar levels in fruit yogurts, as it contains considerably less sugar than average yogurts in Germany (6.8g-7.7g/100 g vs an average of 12.5g).

Yoplait’s new yogurt brand YQ, launched in the US, competes with many Greek and Icelandic yogurts as it’s high in protein, low in sugar (even lower than many Greek yogurts) and has a thicker texture than traditional spoonable yogurt. It’s unique selling point is that it’s made with ultra-filtered milk, resulting in a product that is 99% lactose free.

Yeo Valley launched an ‘artist’s edition’ Baobab & Vanilla yogurt in 2018: baobab is often promoted for its immune health benefits, but the growing interest in African cuisine, culture and ingredients will make it a more common inclusion in products that are positioned around energy and clean natural nutrition.

The indulgence conundrum

 Confirming yogurt’s double-sided nature, next to health claims and sugar reduction, brands also have a chance to thrive by exploring indulgence. Indeed, taste, flavour and texture are crucial elements for yogurts positioned as treats or as a better-for-you alternatives to desserts. Balanced diets are becoming integral elements of people’s self-care routines as more consumers find the modern pace of life to be hectic and stressful. People are cultivating their own individual definitions of ‘balance’ with permission to enjoy treats being an integral aspect of their lifestyle.

In Italy, Müller unveiled an indulgent yogurt range with flavours inspired from around the world: Müller San Francisco Creamy Yogurt Flavoured with Raspberry Cheesecake “for a dreamy break at the San Francisco bay”; Müller Marrakesh Creamy Yogurt with Orange and Ginger “for an exciting walk down Marrakesh streets”; while Müller Santo Domingo Creamy Yogurt with Coconut and Chocolate Flakes “for a moment of relax in a beach in Santo Domingo”.

Danone Oikos Yogurt with Hazelnut and Caramel Crunch is a limited edition product combining the creaminess of yogurt with the decadence of caramel and the crunch of nuts, adding an element of texture to stand out.

Thinking outside the pot

 According to Mintel research, consumers in the US are most likely to say they want their breakfast to be healthy and high in protein. While they mostly eat their breakfast at home, convenience is still important. PepsiCo’s Quaker Oats has attempted to answer all of these desires with its new Morning Go-Kits – refrigerated breakfasts that contain trail mix, yogurt, and the company’s Breakfast Flats bars.

Brownes Dairy in Australia has expanded its yogurt line with a new product sold in a top down squeezable bottle, which is unusual in this category and will definitely make it stand out on the shelf from the sea of pots and pouches. The packaging can meet any occasion – breakfast, snacking, smoothies or cooking and opens up new consumption occasions such as squirting on baked potatoes, smashed avocado toast etc. The same applies to the Chobani Savor range in the US: plain greek yogurt aimed to replace sour cream, which comes in a squeezable pouch.

What’s next: Botanic flavours

 Although flowers, herbs and spices still represent a small percentage of food and drink launches in Europe, the use of these ingredients has grown in recent years. Always looking for the next trend, consumers will be increasingly open to floral flavours in yogurt, and Mintel is already seeing innovation in this category.

In China, the Yoplait range includes a rose and cranberry flavoured yogurt, while You Chun Shanghai Style has launched an osmanthus rice wine brewed yogurt, which uses a double fermentation technique. Danone Activia introduced a green tea and mint yogurt in France, while Russia’s Sibirskiye Produkty experimented with honeysuckle and Germany’s Hofmeierei Jeetzel with elderflower.

 About Mintel

Mintel is the world's leading market intelligence agency. For over 40 years, Mintel's expert analysis of the highest quality data and market research has directly impacted on client success. With offices in London, Chicago, Belfast, Düsseldorf, Kuala Lumpur, Mumbai, Munich, New York, São Paulo, Seoul, Shanghai, Singapore, Sydney, Tokyo, and Toronto, Mintel has forged a unique reputation as a world-renowned business brand.

For more information on Mintel, please visit Follow Mintel on Twitter: or join the Mintel LinkedIn community:

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