Guinness on using its London ‘brand home’ to ’embrace’ new and existing consumers
Niamh CarrollGuinness is confident its new brand home in London can act as a recruitment driver for the brand, as well as bringing existing consumers closer.
Guinness is confident its new brand home in London can act as a recruitment driver for the brand, as well as bringing existing consumers closer.
Any drive towards efficiency can only work if effectiveness is a focus, says Diageo’s marketing and innovation director for GB.
The former Tesco CEO, who led a significant business and brand turnaround at the supermarket, joins a company facing a challenging backdrop and declining sales.
The GB marketing team has already halved the money it spends on developing its creative and has cut the number of agencies it works with by 30%.
Kirsten McPherson will lead Diageo’s ready-to-drink strategy in the UK, as the spirits giant looks to lean further into the high-growth area.
Diageo is taking cues from “adjacent categories” to inform its innovation and allow it to play in new spirits occasions, says GB marketing and innovation director.
The insight group, known as The Think Party, will focus on the future of socialisation, to allow the brands involved to see “the whole picture”, not just a category-specific “slice”.
Diageo’s interim CEO believes the business was chasing growth by increasing marketing spend rather than investing in the areas of the business primed for growth.
Since it kicked off its Premier League sponsorship, Guinness has become the number one beer for the football watching occasion in the on-trade, but its ambitions are much longer-term, as it looks to drive a deeper connection with the sport.
Every one in nine pints in Britain is now a Guinness, with the brand having made significant headway among women and younger adults, audiences which are traditionally harder to reach for beer brands.
Diageo, which saw profit decline 27.8% in the year to the end of June, will not chase pure cost-cutting at the expense of its brands, insists its interim CEO.
By tapping into “brand truths”, playing with memory structures and prioritising collaboration Diageo is targeting “triple wins”, says design boss Jeremy Lindley.
Diageo has driven strong growth in its tequila portfolio in North America and is now seeking to take this success worldwide. It’s on a mission to convey the versatility of tequila and its potential far beyond the lime and shots occasion.
With ready-to-drink the fastest growing category in alcohol, Smirnoff Ice believes it is perfectly positioned to attract Gen Z consumers.
In response to global uncertainty and heightened promotions among competitors, Diageo has continued its push into smaller-sized premium products to appeal to cash-strapped consumers.
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