Bowtie Marketing

For many years, the idea of the sales funnel (or sales pipeline) has been accepted as a core principle in formulating successful marketing strategies. But, whilst it is a valuable concept in itself, it fails to cover the full scope and nature of the most valuable interactions between a business and its customers. The approach is primarily focused at considering how new customers are acquired, without any recognition of the fact that business from existing customers is typically substantially more valuable, and invariably significantly less expensive – according to many industry experts by a multiple of seven to ten. However, another core principle of marketing is to optimise customer lifetime value (CLV), which outlines the means by which profit is earned over the duration of a customer’s relationship with a business. A new model is suggested as a more valuable analogy that combines both these elements, and which we refer to as the ‘Bowtie Marketing’ model.

Sales funnel

The idea of the sales funnel is that the people you market to move through successive stages down through a pipeline. The AIDA model explains the process well. At the outset – represented by its widest part– there is awareness amongst potential customers that they have a want or a need, and as a result of media activity (such as pay per click (PPC) advertising, social media promotion, email marketing or search engine optimisation (SEO), for instance) have become aware of your business. The next stage in the process is an expression of interest, where the customer makes contact with you in some appropriate manner, and starts to ask questions and/or request additional information, after which comes their desire to buy, which then leads to action in the form of a purchase of your product or service. And so the bottom end of the sales funnel is reached.

The entire global population can conceivably enter your funnel. However, it is normal to create customer segments and personas that allow you to target your marketing efforts towards suspect customers who display common types of demographic and psychographic traits that you feel represent your target market accurately. It is only when suspects make contact, such as by visiting your website, that they turn from a suspect into a prospect. The further down the funnel they go, the warmer a prospect they become.

The job of marketing is first to get as many people as possible into the top of the funnel, then in turn to persuade as many of them as possible to move through each successive stage until they make a purchase. It therefore starts with a marketing strategy to secure the attention of the greatest possible number of potential customers. Within the overall population, likely groups of buyers are identified through customer segmentation, and messages refined with the help of customer personas. A suitable mix of marketing tools is then deployed: an appealing website (optimised for search engine using SEO), social media, email, PR, digital advertising, conferences and exhibitions, etc., according to your organisation’s specific needs, articulated in your business plan and sales forecasts. This marketing activity might be backed up by tactical initiatives designed to be specific to prospects moving down through the various stages of the funnel.

We often talk to our clients about customer touch points – be they digital or physical in nature – that occur during the sales process, and how crucial it is to deliver a consistent brand experience at every single point of contact. The only way to achieve such consistency is to have a clear brand proposition in place, so that an organisation’s sales and marketing efforts reflect its desired vision and values. This ensures that all communications encompass the right attitude and tone of voice, and that behaviour is in line with agreed principles and standards.

Customer lifetime value (CLV)

Before we talk more about the bowtie marketing, let’s take a quick look at customer lifetime value (CLV)

A customer who has made an initial purchase can be thought of as an adopter. The marketing need here is to affirm their decision to buy, and perhaps to seek information that will enable the business to refine its marketing efforts further in future. It’s the perfect opportunity to request feedback about their buying experience, and to try and find out what swung their decision to buy the product from your organisation. Think about how successful internet businesses such as Amazon and eBay follow up every sale with a thankyou message or a congratulatory note, followed by a request for a review of the purchase and/or feedback on the brand experience. The good news is that you can do the same, easily and cheaply, using today’s modern technologies. The primary investment is in planning and set-up. After that, it is all about ongoing maintenance and management.

If adopters are nurtured, some will become loyalists, returning to make additional purchases. These could be repeat sales of the same product or service, the cross-sale purchase of complementary products or services, or upselling them to a better solution or package to suit their needs. Their loyalty could be encouraged and rewarded through offers unavailable to the broader public, such as are offered by Tesco to their Club Card customers, for example. As a result, some of these loyalists may become advocates, which means that that they are happy to give favourable mentions to the business and its products in their interactions with others – interactions which are amplified enormously these days through social media sharing. At the righthand edge of the bowtie model are your ultimate customers: ambassadors. These are super-advocates who actively promote your brand, their opinions being widely shared and respected, even to the extent of going viral. They are as valuable to your business as you or any of your colleagues, perhaps more so: independent voices who eulogise about your products and services to their friends and online followers, all of whom are more likely to trust their judgement than a clever marketing campaign. You can ask your customers to provide referrals at this point in the model, as long as it is perceived to be a win-win scenario for both the referrer and the referee. As you would expect, the number of people in each group gets successively less the further to the right of the bowtie knot you go. On this side of the bow, the widening out represents an increase in the relative value of individual customers.

Bowtie marketing

The bowtie marketing model doesn’t dispense with the sales funnel, nor does it disregard customer lifetime value (CLV). Instead, the funnel is turned on its side and a second funnel to represent CLV marketing is added as a mirror image. The bottom of the sales funnel becomes the knot in the centre of the bowtie, which is the point at which a new customer first makes a purchase. Everything to the left of the knot is as it was for the funnel, but to the right is a description of the ongoing relationship between you and your customer reflecting the CLV proposition.

While the sales funnel is focused on gaining and converting as many new customers as possible on an ongoing basis, the bowtie model puts equal emphasis on developing relationships with existing customers. This is surely common sense, given how much more expensive it normally is to win new customers against making further sales to existing ones. But all around us are examples of businesses who seem entirely focused on the former. How often have you seen a company offer better deals to new customers than to existing ones? In the service sector particularly, where by definition an ongoing relationship of some sort between the provider and the customer exists, rewarding loyalty seems to have gone out of the window (think car insurance or heating supplier, for example). Consumers are urged by independent experts to leave the poor value deals they’re getting from their existing provider in favour of sign-up incentives on offer elsewhere. They may check with their existing provider, to see if the better terms available elsewhere can be matched. Surprise, surprise, they often can be, but this begs the question: “Why didn’t you offer me this deal in the first place…?!”

This type of scenario is indicative of great attention being paid to the sales funnel by many organisations whilst lip service is being paid to dealing ethically with existing customers – in fact, the aim seems to be to fleece rather than to flourish. What is obviously needed is a more holistic approach, as is suggested by the bowtie marketing principle. At least as much attention should be paid to a business’s churn rate – the rate at which it loses customers – as on sales figures, to ensure that all the effort expended on winning customers in the first place is optimised down the line.

Ultimately, customers stay with businesses they trust to offer not just good products or services, but also to have their best interests at heart. Genuine relationships always transcend the mere transactional to become emotional ones, where a customer feels the brand is integral to their lives (you probably know people who profess they would cease to function without their iPhone…).

In some ways, the bowtie marketing model harkens back to the days when personal service was paramount (ironically enough, to a time when more people wore bow ties…). With the advent of mass production and mass marketing, perhaps the personal connection was lost – in truth if not in intent – and perhaps the sales funnel was the best model available to many organisations. Now, thanks to exciting new technologies, we can take advantage of CRM systems and marketing automation to genuinely connect with people as individuals. This enterprising approach to business is not just for the likes of Amazon, Apple and eBay – the bowtie marketing model is an option for every single organisation around the world – and that includes SMEs and start-ups too.

How to generate reviews from your sampling campaign

Product sampling campaigns are potentially the simplest, and most cost-effective way to generate awareness for your brand, and the item you’re trying to sell. One of the most significant benefits of these marketing strategies is that they allow you to generate more reviews and testimonials from your audience.

As many companies already know, reviews can be the key to creating trust in customers that have yet to sample your services for themselves. But how can you make sure that you’re creating a product sampling strategy that lends itself to increased review numbers?

Assess your audience

Before you even start considering the products that you might have available for an effective sampling campaign, you’ll need to make sure that you know the people you’re marketing yourself to. This will help to ensure that you’re directing your attention towards more engaged recipients, and in turn, this should mean that you can access better results.

Look at the goals you set for your business when you began considering a product sampling strategy. The chances are that you wanted to raise awareness of your brand with at least one target audience. Ask yourself what you need to know about that audience before you start putting your campaign into practice.

For instance, do they respond better to certain items in your portfolio? If so, then you can focus on giving away the free samples that people in your network appreciate most.

The happier a customer is with the sample they receive, the more likely they are to write a review on your behalf.

Choose the right products

Once you know which audience you’re going to appeal to, make sure that you’re selecting the products that best lend themselves to reviews.

For instance, customers are far less likely to purchase a product they know nothing about. If you’re concerned about raising attention for a new product, try giving people free samples to generate trustworthy reviews for future prospects.

It might also be worth thinking about how you can tie your products in with trending topics and issues in the marketplace. This will help to make your brand more conversation-worthy and could enhance the chances that your customers will want to talk about you on social media when they have the chance.

Remember, reach out to your customers and ask them for reviews after they’ve had their sample. People are much more likely to give something back to a brand that has already offered them something of value, thanks to a psychological need for reciprocity.

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Effecting Change: Discovering the Technical Problem

Distilled’s Seattle office once engaged with an enterprise software company, who intended to merge their web properties onto a single domain. Leadership suspected gathering them together would be better for branding. But it turned out to be no small task — more than eighty different sites housed bits of their content!

As we talked with their team, we saw why the sites had proliferated. The company’s web team coded their brand site by hand. As a result, marketing teams couldn’t upload or change their own content. Marketers felt disenfranchised, so savvy employees gave themselves a voice. They made their own platforms.

As outside observers, we saw that this consolidation would be a temporary fix. The client needed to simplify content creation. Otherwise, they’d wind up playing whack-a-mole with their own teams. Painting a clear picture of these management issues is an important part of what we do. Effecting change is an important part of Distilled’s core values. Often the way a client manages a problem is more impactful than the problem itself!

Still, the technical problem is real. The technical problem is the thing that takes expertise to resolve. And to have a voice in the conversation about content creation, we needed to first support the client with their site consolidation. We had to show our expertise and prove ourselves trustworthy partners.

To build that trust we needed an efficient and effective approach to solving technical problems. The method I’m outlining in this post is how I resolve difficult technical problems because it lets me focus my effort on what matters most. The approach respects the importance of the technical problem and acknowledges that there is more to the whole story.


How the spreadsheet looks.

Start with MECE

Have you ever seen (or delivered) a 60-page technical audit? How much did the client do (or even read)? Consultants write these documents when they try to tackle a big problem head-on. When the scope of the problem is unclear, when do you stop working?

Big problems can be complicated, or they can be complex. Complicated problems are challenging, but solvable if you find the right approach. Technical problems are usually complicated. Complex issues have too many — or poorly understood — variables. They resist formulaic approaches. The way a client manages their problems is complex.

When you look at a technical problem and feel paralyzed, you’re recognizing how complicated it is. But complicated problems are vulnerable to structured approaches. By breaking that problem down into several smaller problems, the solution is known.

In this post, we’ll break a big problem down with the MECE principle. This process helps expose the substructure of the problem. It’s easier to explain by example — if you’ve seen the Technical Audit Checklist for Human Beings, that spreadsheet is MECE.

MECE stands for Mutually Exclusive, Comprehensively Exhaustive. Here’s what that means:

  • Mutually exclusive. All the subproblems we identify are different — they don’t overlap.

  • Comprehensively exhaustive. The subproblems cover all possibilities.

Breaking down the problem with MECE principles lets you feel confident that you’ve inspected all relevant angles. Let’s look at how this concept works in the rest of this article.

Three steps to technical discovery

We want to understand the technical challenge quickly, confidently, and in a replicable way. These are the three steps to follow:

  1. Familiarize yourself with available data.

  2. Form a hypothesis about what to do.

  3. Validate the solution under the context in which you’re working.

It’s an intuitive process — not controversial. The difference is applying a principle like MECE at each step to focus your attention.

First, familiarize yourself with available data

Check out the first page of the example Sheet to follow along.

Imagine a client has come to you saying, “I need to increase my organic traffic.” For Distilled, that’s a surprisingly common scenario — and a difficult demand to fulfill! Where do you start with an open-ended problem like that? Applying the MECE principle will give us a direction to go in.

Let’s give it a try, starting from the top. More organic traffic is the goal. What are all the possible ways you could achieve that goal? These are the top-level possibilities I came up with:

Need more organic traffic

  • Maybe add more content to the site

  • Maybe improve existing content

  • Maybe increase authority of content

Applying MECE is recursive. You don’t just break the big problem into subproblems, you also break down each subproblem in turn. This continues until you can clearly take physical action to solve the subproblems. Here’s a visual representation of the process:

For example, we could increase traffic to the site by adding more content that targets high-volume search terms. That’s a more focused problem than “increase organic traffic”. But it’s still a bit paralyzing. So let’s break the problem down further:

How can we increase traffic by adding content?

  • Maybe create more content targeting competitive head terms

  • Maybe create lots of content targeting long-tail terms

We’re getting warmer, but we’re not quite there. Let’s do one more try, focusing on the possibility of adding long-tail content:

How can we increase traffic with long-tail content?

  • Could we automate content creation with proprietary client data?

  • Can we design a content calendar the client could use to produce targeted content?

The process stops here because the problems are specific enough to generate next physical actions. We could break the points down further, but that wouldn’t change the actions we’d take to research them.

This process is fully fleshed out in the spreadsheet. In the end, we come up with things like “If we cast a wider net, are there head terms in markets we aren’t considering?” These are all questions that will drive action and give us confidence.

In fact, we wind up with some fairly common actions. We need to do a tech audit. We need to brainstorm campaign ideas. The difference is that we now know exactly why we’re doing them — and therefore how to invest in each.

Next, form a hypothesis

In the first step, you exposed the possible solutions. By doing that research, you’ll have formed an opinion about what the answer is. If not, collecting everything in one place should bring out some contenders.

Now it’s time to form a hypothesis based on your research and professional intuition. Looking at the example spreadsheet, I’m starting to suspect that creating long-tail content will be the best way for the client to increase their organic visibility.

That’s my informed opinion — I might be wrong. The hypothesis doesn’t have to turn out correct. That’s why you need to validate it.

Finally, validate your recommendations

Check out the second page of the example Sheet to follow along.

This step is often skipped when tackling complicated problems without a formal process. It’s natural to form an opinion about what to do while you’re researching. It may even seem obvious that you have the right answer, and you might!

Imagine going to the client at this point with your opinion. You’d say, “I did a bunch of research and it pointed toward this recommendation.” While that’s a better approach than going to the client with a massive audit, there’s still room for the client to doubt. It’s time to shift focus.

In step one, we analyzed every relevant facet of the “get more traffic” problem. Now we’ve got a hypothesis. We need to inspect this hypothesis from all angles. Let’s look at our example hypothesis:

We should invest in creating content for long-tail keywords

  • Improving rankings of existing content isn’t practical.

  • We can capture new long-tail traffic.

  • Capturing long-tail traffic has a positive ROI.

As with the first step, we continue this process until each subproblem can be given a concrete answer. Check out the spreadsheet for inspiration.

We’re taking it from “the evidence points in this direction” to “we’ve looked at this from all relevant angles, and are confident we can support it”. This is the most important supporting evidence to present.

A little thinking goes a long way

David Allen says in GTD, “You have to think about your stuff more than you realize, but not as much as you’re afraid you might.” That’s as true for big technical problems as it is for your own to-do system.

The art is breaking down the big problem into a set of sub-problems. That isn’t easy — but it’s more effective than trying to do a bunch of audits and hoping they’ll coalesce into meaningful insight.

Once you’ve mastered this skill, the three-step outline is simple:

  1. Expose possibilities

  2. Choose the most promising

  3. Validate the chosen possibility

Confidently executing this process efficiently exposes technical solutions. Solving this complicated problem gives you more opportunity to collaborate with the client on complex problems, like the impact of their management practices.


Engaging with these ideas

Here are two books that have introduced me to these methods. If you’re interested in this approach to problem solving, I recommend them!

  • Flawless Consulting by Peter Block. This is a book with great ideas in it, but it takes some effort to parse. I’ve created an internal training course for our team to share its principles in a more structured way. For those who are willing to invest in its ideas, there is the potential for a huge payoff.

  • The McKinsey Way by Ethan M. Rasiel. There are plenty of books on McKinsey and MECE. I happened to get my introduction to the concept here.

Making dollar out of downtime

As schedules become more packed, real leisure time has become sparse and more precious than ever. Ironically, the rise of mobile means consumers may be more efficient in spending money, but the distractions are overwhelming, making downtime more frantic than it should be. How can brands help? By providing a product or service that enriches leisure time rather than diluting it.

How consumers spend their free time and their cash has changed since millennials came into the picture. As The Observer puts it: “It’s not cool to show off your logo or handbag. Now, the way you brag is flaunting your healthy lifestyle, so it’s a selfie at SoulCycle, a 10 dollar green juice or geotagging a hike.” We’ve said it once, we’ll say it again: it’s all about experiences.

Because of this, the fitness industry is booming; nowadays working out is considered a treat rather than a chore. The new influx of boutique gyms in big cities are catering to the needs of millennials who prefer a ‘pay-as-you-go’ system rather than committing to a membership. Consumers’ relationship with fitness is changing; they want bespoke classes, the best instructors in the business and the snazziest equipment out there. Each workout session has to be good enough for an Instagram post. According to Courier: “Eating healthy food, taking part in group fitness activity and choosing where to live based on whether young people can walk or cycle to work is now mainstream and seen as a marked shift from previous generations.” Health is a huge priority for millennials and if their precious leisure time is spent working out, it better be worth it.

What do consumers look to when they have a free minute? In the queue, before bed, during the ads – straight to their smartphones. As Campaign put it: “One of today’s great paradoxes is that mobile technology makes life more efficient and productive, yet it generates enough distraction so it seems there is less free time.” Brands need to capitalise on this by making sure their website is slick and mobile ready. Even the tourism industry has turned ‘mobile first’ as more consumers are not only shopping from their smartphone, but they’re booking holidays too. (Yes, this probably means late at night in bed). Every step of the customer journey in booking travel must guarantee connectivity to allow a good dollop of social bragging. According to Campaign: “Facebook reports the second most shared activity as being a ’travelled to’ event.”

As for hospitality, leisure time doesn’t necessarily mean eating out; now supermarket brands have made it acceptable to eat in. M&S does this well with their hugely popular £10 dine-in deal. The way people consume entertainment has changed too; the rise of Netflix means on-demand TV is the chosen format, rather than passively flicking through channels and therefore wasting valuable time.

What’s the best way to make dollar from downtime? Most importantly, make sure your content fits the consumers’ needs and desires. According to Campaign: “Millennials use cell phones for moments of relief, so brands should consider making their messaging short and snackable.” Whilst they’re scoring their social scrolling hit, if you can shave minutes off, they’ll love you for it. It’s also about timing; see how food brands capitalise on pre-lunch hunger pangs with mouthwatering recipes, whilst fitness brands bombard consumers with inspiring workout videos first thing.

In a world where we’re scrambling for more seconds, leisure time is an opportunity for brands to swoop in to act as help, not a hindrance. People are forever looking for ways to live, shop and work more efficiently, and now is a great time for brands to monopolise on the addiction to mobile whilst maintaining integrity through relevant content and a worthwhile product.

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I am Jack (again)

Jack Morton shoe

After 2.5 years establishing the strategy practice at Genuine in Boston, I’m happy to be coming back to Jack Morton NYP.

Taking a digital-first approach to dozens of projects over the last few years has not only given me some new perspectives, it has confirmed for me the primacy of experience in building bonds between brands and the people who matter most to them.

But when I say experiences, I don’t just mean the physical, face-to-face aspects of them. And a simple review of the work my new/old colleagues at Jack have been doing shows that they agree.

The blending of digital and physical into experiences that are simple, moving, and original is evident across so much of the work Jack Morton has been doing all around the world.

I’m proud to be a part of Jack at a time when the rest of the industry is recognizing the importance of experience.

And I’m especially proud to see how much our collective thinking around the globe has evolved to include the latest technologies – from VR/AR and mixed reality, to environmental technologies, data visualizations, robotics, social, and mobile experiences.

At the same time, it’s nice to know that we have a digital agency as part of our core capabilities that recognizes that digital experience is no longer constrained to a desktop, laptop, or mobile phone. Digital happens everywhere people gather.

I wrote a short article a while back (as head of digital strategy) that claimed there was no such thing as digital strategy – just as there’s no such thing as experiential strategy that does not include digital thinking. Our audiences don’t make the distinction when they are experiencing something extraordinary, and neither should we.

From my point of view, there’s simply strategy in a digital world.

I know that’s not crazy insightful. But that’s all I’ve got.

So…I’m happy to be back. And I feel more strongly than ever that experiences are the future of marketing and branding.

If you agree, don’t hesitate to reach out and I’ll do my best to be helpful.

Xo, joep

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2017: A Year in Digital OOH at Grand Visual

Well, that was 2017. What has been a tumultuous year in the real world, has been one of relative growth, prosperity, opportunity and creative development in Out of Home media, the world over.

Scalable Stories

At Grand Visual we continued to expand and break creative milestones. Our mission this year was to advocate scalable use if the medium and to help clients craft smarter stories. Campaigns that span the diverse and rich OOH media landscape, making the most of its ubiquity. Our focus paid off and we delivered campaigns to over 48 countries this year.

Our work for Warner Bros.’ Kong Skull Island saw us craft creative for a host of new markets and unique formats from Indonesia to El Salvador. We also produced “Smart Linear” campaigns for the likes of Google, Suzuki, Sainsbury’s and Bheard all of which embraced tactical storytelling at scale, pushing the breadth and of previous projects and reaching new OOH audiences, some picking up creative effectiveness awards along the way.

Our Digital Director, Ric Albert, said:

This year, we’ve delivered projects to more countries and more screen formats than ever before. From international rugby matches to press junkets, the largest outdoor screen in Europe, (Kazan Stadium) to a building projection in Puerto Rico, our scalable stories have filled digital canvasses across the world.

Kazan Stadium

Kazan Stadium

Tactical Messaging

2017 was a record year for tactical, dynamically delivered digital OOH campaigns at Grand Visual. It’s encouraging to see the accelerated adoption and more varied application of data by leading brands in the OOH arena. Forward thinking brands continue to increase their digital investment and embrace the opportunity to be smarter with their digital OOH communication.

Highlights this year include McDonald’s, tactical messaging to remind consumers ‘how long until breakfast finishes’ in the mornings and, ‘where they can pick up the latest limited edition sandwich’ at midday.

McDonalds web

Keira Kane, our technical director, adds:

“This year we integrated a wider variety of data feeds into our Digital OOH campaigns to deliver striking, contextually relevant messages for consumers. Brand campaigns that are useful, relevant and aligned with the consumer mindset can deliver a compelling call to action that boosts and the performance and effectiveness of brand messaging dramatically”

Engaging Creative

Our interactive work this year took us around the world with projects for Disney and Warner Bros. For too long, interactive DOOH projects have been viewed as special, one-off, premium activations. But now, digital OOH can deliver memorable, personal, and interactive experiences across multiple markets. A modular, tiered approach to interactive projects allows territories to push the technology envelope as far as their local limits allow. This is exactly what we did to promote Stephen King’s IT, producing an interactive Augmented Reality execution which was deployed across Spain, Mexico & Brazil. A social video of the Madrid execution received over 100,000 natural views in just two days on Facebook.

IT web image

Dan Dawson, our Chief Creative Technology Officer said:

Engaging campaigns serve multiple purposes. It’s often our most shared and awarded work, so it’s great to see the appetite for this extending into new territories and markets. Indeed we spotted this trend a few years ago, and clients and agencies are exploiting our ability to serve multiple levels of interaction to multiple territories from concept to execution. This can help shift engagement levels from hundreds of thousands to millions, at a small incremental cost, and is a testament to our hard working and knowledgeable team.

The Future

2017 has been an exciting year in digital OOH. The market has moved on. From single location stunts and fixed brand messages, to tactical, plugged-in, interactive and always on campaigns that span multiple formats and territories.

As digital reaches the tipping point, set to smash 50% of UK OOH spend next year, with other key markets to follow, 2018 looks set to be our most exciting year yet. It is all to play for. Simple, scalable, tactical and engaging stories is where it’s at and we can’t to see where digital OOH takes us in 2018.

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Waitrose Uses DOOH to Promote Festive Food Deals

Waitrose launched a digital OOH Christmas campaign to promote a variety of deals on firm festive favourites, such as chocolate, champagne, and party food. The campaign showcased the latest deal with a store-specific call to action to tempt Christmas shoppers instore. The activity ran nationwide across rail, transit and retail locations from 30th November – 15th December.

Created by Adam & Eve DDB, and produced by Grand Visual, the campaign featured the latest deals alongside appetising product shots, such as festive truffles, caramels, and pralines along with the announcement that it’s ½ price on chocolate boxes today only. Festive food was promoted with the line “At Christmas, there’s nothing quite like Waitrose,” and a geo-targeted play-out directed shoppers to their closest store.

OOH media was planned and booked by Manning Gottlieb OMD and Talon, and spanned 1,408 digital 6-sheets across the UK. Creative delivery and geo-targeted playout was managed through OpenLoop, which updated promotions and dynamically inserted store locations. The creative could then be updated at a national and local level when stocks ran low at proximity stores.

Dan Dawson, Chief Creative Technology Officer at Grand Visual, said:

“A tasty and tactical campaign from Waitrose which demonstrates just how important DOOH has become as a channel for running promotions, last-minute deals and flash sales, that incorporate location-specific information to steer people to their nearest store. That’s powerful.”

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