![]() There's always a risk that consumers' negative feelings will discourage them from starting or staying on a diet. In the case of Alli, the problems are excessive weight and all consequences. The product deals with a highly emotional issue, so in marketing it, we faced the same challenge that the new TFstores are facing: the very thought of buying the product reminds customers that they have problems they feel negatively In the case of TF’s Nextstage, the problems are age and infirmity. A great example Is Alli (pronounced 'ally'), a drug to aid weight loss. That's why we’ve focused on using emotional strategies behind branding for a number of years now. It's critical for companies to understand that every customer relates to a brand emotionally, and it’s those emotions that trigger - or block - purchases Since those attitudes make up a relatively small part of the total consumer response, the executives are clueless about the reason for the poor sales. Tlbal and his executives looked only at surface attitudes. The TReam's customer research efforts are a classic case of missing the subconscious associations at work in consumers' minds. Customers complained that the new stores felt like a senior center and reminded them that they were growing old.Įxpert 1: Donna Sturgess, global head of innovation, GlaxoSmithKline However, by 2009 it was clear that the idea was a failure and the stores consistently remained empty. Each store was made more comfortable and featured a coffee shop to help increase traffic - Tibal had predicted that if they could get customers into the stores then the products would sell themselves. ![]() In 2007, the stores were remodelled at a cost of US $40 million and the new brand was launched. ![]() TF’s market research proved to be very positive, showing strong consumer support for the products His aim was to recapture the now ageing customers that had given him his early success and target consumers aged 60+ with devices and gadgets specifically designed to assist them with the problems associated with ageing: mobile phones with screens that were easy to read kitchen gadgets with comfortable grips electronic devices that were easy to set and adjust. Tibal Fisher, TF's founder and CEO, decided to change its focus under the new brand name of TVs Nextstage. However by 2004, the IF stores were failing and a rethink was clearly necessary. TF became a retail success in the 1970s when it succeeded in spotting homeware trends and meeting the needs of its then trendy young customers. The experts give concrete solutions and advice to assist students. As part of a marketing course, two marketing experts comment on a hypothetical case study involving TF, a fiction retail giant specializing in home furnishing.
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