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Amazon Safety houses

GRC is a unique material: respectful with the environment, it can acquire virtually any shape or colour, offering infinite versatility for unique projects.

In 1939, Mr Mateu Planas, present CEO Francesc Planas’ father, founded a prefabricated concrete company. He began to manufacture small artificial stone elements, beams and tubes.

 

Today, Prefabricats Planas is a recognized company, in the industrial and architectural buildings world. Always in constant evolution, they work on the innovation, improvement and the quality of their products and services.

 

In 1981 the company adopts the present name and, from then, they continue its expansion process in the prefabricated concrete sector. Today, the production infrastructures currently occupy almost 100,000m2, which more than 15,000 are covered.

 

The main business areas are the following: logistics, sustainable building, civil works, shopping centers, rehabilitation, industrial buildings, equipments, housing, industrial estates and port hydraulics, and some of their main clients are Coca-Cola, Frit Ravich, Noel Charcuterie, TMB, Acer, Dentaid, Toyota, Mango, PickingFarma, Port de Roses, Amazon…

 

And it is specifically Amazon, the multinational US e-commerce company, that recently opened a new logistic center in El Prat de Llobregat, near Barcelona Airport, that has commissioned the construction of several safety houses in Prefabricats Planas.

 

These little houses will be built on a GRC panel. GRC is a unique material: respectful with the environment, it can acquire virtually any shape or colour, offering infinite versatility for unique projects.

 

The safety houses look for originality and have a cardboard box shape, due to the company’s commercial orientation.

Contenido, por favor, y a ser posible memorable

La época de interrumpir al público con publicidad en Internet está al borde del abismo.

Óscar Peña de San Antonio, Chief Digital Officer & Analytics Director, at Grey España. Universidad de Barcelona Professor, tech writer and digital trends lover.

 

No es ningún secreto. La época de interrumpir al público con publicidad en Internet está al borde del abismo. Y esto lo saben de sobra las marcas de nueva creación que están agitando todas y cada una de las categorías que conocemos, desde la banca a los seguros, desde el turismo al transporte, desde gran consumo a las telecomunicaciones. No hay empresa o startup que no esté en estos momentos revolucionando los cimientos de la comunicación. Y son muchos los nombres que están liderando esta revolución silenciosa mientras otros duermen plácidamente: Hawkers, Airbnb, Vans, Uber, Norton, Marriot, Paypal, Redhat, Apple, LVMH o Chipotle, entre otros.

Esta revolución silenciosa en la que la publicidad pasa a un segundo estadio viene dada por varios factores que, en conjunto, representan una amenaza a los principios más convencionalistas del marketing. Veámoslos:

 

1. La manera en que el consumidor explora el contenido ha cambiado. Es tan selectivo, brillante y conspicuo que los algoritmos de búsqueda se están volviendo igual de inservibles que el posicionamiento de la publicidad display en medios digitales, donde el clic es considerado ya un mero “accidente”.

Se trata de algo parecido a lo que está ocurriendo con el momento cero de la verdad y la búsqueda de información, en el que Amazon, Alibaba, Etsy o eBay, entre otros, están ganando terreno a Google en relación a las búsquedas de producto (ver el excelente artículo de Daniel Colin James titulado ‘This is how Google will collapse’).

 

2. El consumidor está cansado del marketing de contenidos y de piezas irrelevantes. Busca historias que le inspiren y contenidos de utilidad que le ayuden a poner en orden sus necesidades, prioridades y decisiones que ha de tomar día tras día. Por ese motivo, en el listado de preferencias en la exploración de contenido, los buscadores tradicionales comienzan a resentirse por plataformas de contenido nicho que, mediante la creación de nuevos formatos de contenido acaparan la atención e, indirectamente, las interacciones: Netflix, HBO, Vimeo, VICE, pero también Udemy, Codeacademy, Khan Academy, Lynda, Coursera, entre otros.

 

3. El branded content continúa siendo efectivo, pero lo es aún más el contenido memorable, aquel que deja de lado hablar del producto y sus valores asociados para hablar del entorno cultural en el que se desenvuelven sus individuos, su target, sus tribus, con todos sus logros, sus aspiraciones, sus desafíos, sus inquietudes, sus temores, sus sueños… Contenido, en definitiva, que conecta y te agita. Contenido que te lleva a querer más, a seguir explorando.

 

4. El ecosistema de puntos de contacto se ha vuelto tóxico y lleno de información irrelevante. Si en los 90 hablábamos de televisión basura, ahora nuestros dispositivos se llenan de desperdicios que nos hacen perder el tiempo. Pero es el peaje de una red democratizada en la que cualquier individuo puede inyectar contenido al sistema. De una televisión de seis o siete canales a un medio de infinitos canales.

En ese panorama, ser diferenciador o relevante (o lo que muchos anunciantes insinúan cuando te piden algo viral, como si tuviéramos la receta de la felicidad), es difícil.

Se mezcla en un mismo repositorio el contenido que produces para la marca a la que representas con el de millones de personas que aspiran a tener el mismo impacto. Y tampoco vale que pagues por ello. No hay receta mágica.

 

5. Ni videos ni artículos. El comportamiento en el consumo de contenidos está cambiando. Un reciente informe de Hubspot refleja un cambio en los tipos de contenido sobre el que las personas prestan atención. Así mientras el contenido en social media y los videos continúan siendo la preferencia, los cursos online y las herramientas interactivas comienzan a arrastrar el interés hasta situarse inmediatamente por detrás en la cola, desplazando los artículos largos, los blogs y los podcast a las últimas posiciones de la lista.

 

Ante este escenario en el que las magnitudes son infames, las marcas están redefiniendo o complementando –según se mire- su estrategia en entornos digitales. Buscan un nuevo posicionamiento que simpatice con la dictadura de los motores y algoritmos de posicionamiento, pero que tenga la frescura y el ímpetu de transportarles a nuevos territorios afines y dejarles gozar de un rol determinante en ellos.

 

En la construcción de ese nuevo camino hay unas pocas marcas que arriesgan, exploran y experimentan con libertad. Son éstas las que están optando por construir el nuevo posicionamiento de manera artesanal:

a) produciendo contenido memorable que inspire y ayude a las personas a tomar decisiones (contenido que perdure en el tiempo y sea recurrente para los individuos en aquellos lugares y momentos en los que sea necesario);

b) alineándose con grandes plataformas de contenido mediante acuerdos directos y sin intermediarios que doten a su posicionamiento de credibilidad;

c) construyendo por sí mismos crisoles de interacción que atraigan el interés de la gente a lo largo del tiempo y no puntualmente.

 

Entre estos exploradores se encuentran algunas marcas que están marcando tendencia. Comparto con vosotros los mejores ejemplos que ilustran esta reflexión:

 

 

Airbnb #experiences

Si hace nueve años le hubieran explicado a Brian Chesky el impacto que tendría su marca a nivel mundial antes de cumplir su décimo aniversario, no se lo creería. Más allá de lograr ser la primera plataforma que permite a propietarios de viviendas privadas y viajeros ponerse en contacto y contratar temporalmente el espacio (192 países y más de dos millones de propiedades en línea), Airbnb es conocida por su estrategia de posicionamiento basada en el contenido. Hagan el ejercicio. Si buscan en Google existen más de 82 millones de resultados de búsqueda. Coca-Cola tiene algo más de 14 millones. Sobran las palabras.

 

Tres han sido los hitos de Airbnb en la construcción de su propia plataforma de contenidos:

– Apostar por las historias de personas de la comunidad de Airbnb con el objetivo de colocar a los propietarios de las viviendas como héroes de la plataforma.

– Entender que el espacio es lo de menos en el proceso de reserva de un viaje, sino las experiencias que los mismos propietarios pueden ofrecer como mismo complemento al viaje. Experiencias únicas, con sello personal, de oficio, irrepetibles.

– Convertir esas experiencias y esa vasta comunidad en contenido editorial de estilo propio compartible por medios convencionales. De hecho, la semana que viene Airbnb lanza de la mano de la editorial Hearst la publicación impresa Airbnbmag.

Vans #livingoffthewall

 

Para esta marca textil especializada en ropa vinculada a skaters y deportes extremos, la búsqueda de su propio territorio en la producción de documentales únicos que narran la historia de personas que ha encontrado rutas alternativas para alcanzar sus objetivos, caminos únicos que marcan la diferencia.

UBS #nobelstories

 

El sector bancario es, tradicionalmente, product centric. Centrado en la búsqueda de soluciones financieras, se encuentra alejado de las personas y su contexto. Por eso, para el banco suizo UBS, era necesario posicionar al banco entorno a las grandes reflexiones mundiales que definen nuestro mundo y su devenir, y las reflexiones próximas al día a día de las personas. De lo macro a lo micro. Pero entendió que la mejor manera de hacerlo no era mediante vídeos de expertos en inversión carentes de emociones, sino desde un enfoque centrado en personas.

 

Para responder a las inquietudes macro recurrió a conocidos premio Nobel en economía, con documentales que, acercándose a su día a día en familia, explicasen de manera didáctica, los conceptos más complejos y preocupantes de nuestro devenir mundial.

 

Para responder a las inquietudes micro recurrió a personajes famosos, restauradores, artistas, músicos. Ellos irían a responder y a inspirar sobre cuestiones o situaciones que nos colapsan en nuestra vida y para las que, normalmente, no hay libros ni guías: ¿cómo afrontar tu vida a los 60? ¿qué ocurriría si un gran porcentaje de la población viviese hasta los 100? ¿soy un buen padre? ¿qué le depara el futuro a mis hijos? ¿debería empezar mi propio negocio?

Redhat #opensourcestories

 

Para los geeks como yo, Redhat representa lo mejor del movimiento de código abierto. Redhat es la distribución de Linux orientada a empresas más conocida.

 

Su última jugada para mejorar su posición en el mercado respetando el espíritu de lo que representa, reside en la plataforma de contenidos creada por la marca ‘Open Source Stories’. Su último documental, ‘Road to A.I.’ es su máximo exponente. Documentales y píldoras de contenido de entre cuatro y veinte minutos de duración que cuentan el trabajo de aquellas personas y o proyectos que llevan el concepto de open source a su máximo exponente. Open Source como actitud.

Nowness #thebestinculture

 

Hablar de LVMH es hablar de un conglomerado francés de más de 60 marcas de lujo alrededor del mundo. Hablar de Nowness es hablar de una plataforma de contenidos inspiradores vinculados a la cultura, el lujo, viajes, moda, belleza y música, entre otros, creado por LVMH en 2010.

 

Una estrategia de posicionamiento y apropiación de territorios del grupo, guiado por la excelencia y el storytelling que genera más de un millón de visitas mensuales y millones de contenidos distribuidos y compartidos en social media.

Predicting the Top 9 Retail Trends for 2018

Now, retail is a relationship instead of a series of transactions. Technology is the great equalizer and the consumer is at the center of the new retail ecosystem.

The rise of e-commerce and customer experience has changed the face of retail. In its very early days, retail was built on a barter system. Now, retail is a relationship instead of a series of transactions. Technology is the great equalizer and the consumer is at the center of the new retail ecosystem.

Niall O’Gorman, ChannelSight’s CCO and co-founder, talks through some of the biggest trends we can expect in retail for 2018.

1. The marriage of Omnichannel and technology will drive sales

 

As a multichannel approach to retail, omnichannel provides an integrated shopping experience for the consumer. The idea is simple: give the customer a seamless retail experience between their channels, i.e. from their desktop to mobile phone to in-store experience.

 

For example, a shopper might start their transaction on desktop before later moving to mobile and then making the final purchase in-store. With omnichannel, the initial first touchpoint shouldn’t matter as the experience should be the same across every channel.

 

Of particular interest is Pointy, an Irish start-up which raised $6 million in funding in September 2017. Leveraging digital to drive in-store sales, Pointy’s tech links in with barcode scanners. Every time a product is scanned, Pointy automatically generates a web page for the item with real-time, localised product information. “The power of this is huge for smaller retailers which lack resources. This little widget is essentially a piece of plastic that plugs into the till and scanner.”

2. Personalisation will continue to grow

 

Personalisation is a tactic that small brands are using to go toe-to-toe with megaliths such as Amazon. The avenues for personalisation vary: it could be as simple as personalised packaging or as large as printed products with thousands of name variants, as Coca-Cola did with its Coke bottle campaign.

 

Digital personalisation is taking off too, with personalised video’s building momentum. One such example is Treepodia, a personalised video platform, that create real-time, shoppable video content. An example of some of Treepodia’s work is a video recipe for Cadbury – which worked to great effect.

 

“If you visit a site, you might see a slightly different version than someone else. The imagery, the messaging, and the promotional mechanics can be personalised around you.”

 

Likewise, websites are becoming increasingly personalised to users. Content is smarter with products and information changing to suit consumers’ past browsing habits. It could be as straightforward as providing similar products to once the user purchased or as complex as changing the call-to-actions relevant to the buyer’s purchase patterns.

3. Consumers are driving an information-economy – but rules will apply

 

Where websites were once linear, brands increasingly need to know who they are talking to – and how and when consumers want to be talked to. The array of pixels, cookies, and smart content/targeting allows for that – but there’s a caveat.

 

“Consumers now have the power,” Niall says. “They’re more in control. It’s going from the brand being king to the consumer being king. It’s the consumer choosing what level of contact, promotion, and content they want to be exposed to by brands, retailers, and organisations.”

 

For example, consumers can opt-in or out of your newsletter on a whim or they can choose to ignore or interact with your online advertising relative to how interesting it is to them. With so much choice for purchasing, consumers can afford to be flaky – someone else is probably selling the same thing for a comparative price.

 

With GDPR coming in in May 2018 this means that brands, publishers, and media companies will need to reconsider their opt-in processes and how consumer data is stored. Retargeting and hyper-targeted content are useful, but could be considered invasive – which in turn, reflects in the rise of AdBlock.

 

“There has to be balance between personalisation and privacy controls and data regulations,” Niall reasons. Brands need to accept that the path to purchase is no longer linear. Consumers are choosing how and where they convert.

 

To be truly effective, brands need to move away from the idea that social is strictly for selling. Social is a platform built on engagement and – if implemented correctly – has the potential to build long-lasting relationships with customers. It’s part of the reason why ‘Buy Now’ buttons are so powerful. When placed contextually and into a relevant step in the purchasing path, they can be the missing link for consumers to make the final step to conversion.

4. Voice search will gain wider proliferation

 

Voice search gained steam in 2017, but it’s still on the cusp of being mainstream. Where voice search on mobile is useful in the car or when you’re handsfree, the true benefit comes with IoT and smart homes.

 

It’s a simple equation that places retail at the tail-end. ChannelSight recently worked with Hi Mum! Said Dad to showcase the potential of the connected home in the FMCG space for FrieslandCampina. An app was created to link a fridge with reactive recipe suggestions.

 

It starts with a voice query: “Hey, Alexa, what’s in my fridge?”

 

Alexa and the smart fridge pair in real-time and the chatbot springs to life, asking if you’d like a recipe suggestion and later reading out the ingredients you’d need. You can then automatically make an order to replace the produce, down to payment and delivery.

 

Of course, as the technology progresses, the capabilities will go further: your oven may even begin to pre-heat based on when you want to make dinner.

5. The rise of conversational commerce

 

Chatbots bridge the gap between consumer and call centre by offering pre-programmed information on returns, pricing, size, stock, and promotions. In a recent project with Duracell, ChannelSight created a shoppable chatbot that was hosted on Facebook, giving consumers another conversion path.

 

Chatbots have the capabilities to look like a real person and speak naturally. Crucially, they can hand over to a human if necessary. “The benefit is clear,” Niall says. “The customer service team can spend longer and have richer conversations because they know that the virtual version of them can answer basic queries.”

 

It applies to omnichannel too, and the idea of conversational commerce. A consumer talk to a chatbot and then moves in-store. Their smartphone activates a beacon which pulls up the consumer’s details. The floor staff or salespeople will then see the important details of prior conversations and can take over from there.

6. Reality is virtual

 

The big drawback of virtual and augmented realities has been the slow adoption of its hardware and understanding of the differences of what each technology offers. For gaming and immersion, virtual reality works – but the headset can be a drawback for anyone wanting to passively experience something.

 

On a macro scale, augmented reality has a long way to go but it can translate in-store. If you’re walking into a store and you hold up your phone to find a certain item, your phone can activate to give you that information. Fashion and FMCG are also seeing the beginnings of AR adoption. Converse released the Sampler mobile app in 2016 where consumers could ‘try out’ the shoe on-foot by pointing their camera at their foot.

 

While the technology is still in development, expect a wider uptake in 2018.

7. The instore visit will be experiential

 

The format of the typical store is changing. Retail owners need to consider their shop’s role in the overall framework of how they attract, interact, and retain consumers.

 

Much consideration comes down to space and its utilisations. For example, Lidl’s AW17 fashion collection with Heidi Klum featured across small pop-up stores. As omnichannel grows, retailers will need to consider if they require a large physical store or if something more akin to a virtual showroom will suffice.

 

Make-up giant, Sephora, is known for its large storefront with rows of multi-brand product. However, in mid-2017 it launched its first Sephora Studio in downtown Boston. A much smaller affair, the studio aims to provide an intimate experience for consumers.

 

It’s all about finding the right balance for consumers and their shopping preferences. “There are so many different dynamics as to why someone might want to buy something in a given moment,” Niall says. “The worst thing you can do is try and sell something when someone doesn’t want to be sold to.”

8. The Internet of Things will change the face of delivery

 

When you think of advancements in delivery, you might think of drones. In practical terms, a sky full of drones is never going to happen. However, ‘ground drones’, or IoT-enabled mobile units, will likely be the future of delivery. Amazon has shown intent with the release of Amazon Key, a high-tech package delivery system. The idea is to create an Amazon-enabled delivery ecosystem: install the Amazon camera and lock on your home, and make your order.

 

The delivery person comes to your house, enters the code, and is given access to complete the delivery. In the future, it may even be a case that a drone could navigate its way to a consumer’s car for package delivery. A code would be sent to the customer’s phone for verification, they’d okay the delivery, and the car boot would pop open to accept the parcel.

 

The response, however, has been divisive: most Amazon Prime subscribers actually said  that they don’t want to buy the Amazon Key to grant access to their homes. “If you think of it from a volume perspective and you want something to be really effective,” he says, “a lot of these things [in the IoT space] are just show and tell: shiny objects and innovation for PR. But from that comes innovation that becomes mainstream. Many of these advances then become the go-to and are used in home systems and security.”

 

However, Amazon don’t yet have the monopoly they may have envisioned: in September 2017, Walmart announced a partnership with August Home, a smart lock start-up, that would allow a delivery person enter a customer’s order, deliver their groceries, and even put them away in their fridge. Since January, an Estonian start-up, Starship Technologies, has been using robots to deliver food to doorsteps in Silicon Valley and Washington, D.C. While the future may not see swarms of drones, robotic deliveries are a foregone conclusion.

9. Influencer transparency will be a big shift in retail for 2018

 

Influencer marketing has taken a beating in the last six months, having reached critical mass (and critical disapproval). However, from a brand perspective, influencer marketing is still laden with potential – especially in instances where the brand is new and its awareness doesn’t yet exist.

 

To see ROI, retailers will need to look at the mechanics of how influencer and brand co-exist. As Niall says, it’s all about accountability. “There have always been influencers,” Niall points out. “It’s not a new medium. Just like there have always been rockstars and musicians and actors.”

 

It’s not so much about big influencers anymore, but leveraging brand advocates. “It’s democratising what an influencer can be,” Niall says. “It’s not the few; it’s the many. An individual can be an influencer if they’ve got something to say that people are interested in.”

 

The results speak for themselves too. ChannelSight worked with drinks company, Tassimo, to mobilise the power of user-generated content. Product pages enriched with user-generated review videos saw a huge uplift and brought a:

  • 74% increase in add-to-basket conversion rate.
  • 161% increase in session duration.
  • 127% increase in pages per session.

 

User-generated content (and influencers) are great for providing social-proof, but brands still need to hold their influencers accountable as the digital landscape is in the midst of a reformation of metrics. It echoes in the biggest retail trend of all: the consumer is the heart of the new retail ecosystem – but that offers a window of opportunity for retailers who are willing to embrace it.

A limited edition, illustrated cans by Guinness

The cans feature the artist’s famous toucan and lobster illustrations, created during his four-decade-long association with the brand.

John Gilroy was a 20th century British artist best known for his comical and colourful advertising campaigns for Guinness that he created over a period of four decades.

 

Gilroy’s work for the brand dates from the 1930s to the 1960s, and includes the famous “My goodness, My Guinness” campaign. Featuring a hapless zoo keeper character that was intended to be a caricature of the artist himself, it went on to become one of the world’s longest running campaigns, according to Guinness.

 

To celebrate what would have been Gilroy’s 120th birthday, the brewery has released a series of cans featuring some of the artist’s most enduring designs. The series includes an illustrated toucan; a symbol that has been associated with the Guinness brand since 1935, and regularly appears in its posters, adverts and other promotional materials.

 

Another design features a lobster illustration by the artist, and nods to the popular practice of pairing Guinness with different foods as seen in its advertising. The relationship between the stout and lobster apparently dates back to the early 1900s, as its slightly bitter taste was said to go well with seafood, according to Guinness.

 

The cans have been designed in-house by Guinness, and see a departure from its classic black packaging. Instead, the illustrations are set against a simple, white background, allowing Gilroy’s classic designs to speak for themselves.

 

The limited edition cans are available at major retailers across the UK.

 

An article by Aimée McLaughlin

 

A project to increase the owl’s population on a wine property

Tyto alba are the wines born from the vineyards protected by the Barn Owl, where biodiversity is key.

There is no greater example of respect for nature and protection of a species than has been evidenced by the Portuguese Companhia das Lezírias along the years. This vast company’s initiatives to promote environmental consciousness are of great importance, and go far beyond the wine-growing sector.

 

From the many projects it supports, TytoTagus is just one worth mentioning. The aim was to study the spreading of Tyto alba, commonly known as the Barn Owl. This particular project led to an increase in the owl’s population on Companhia das Lezírias’ properties, thereby reinforcing its role of protecting the vineyards.
By supporting a species preservation project, TytoTagus, Companhia das Lezírias participated in the increase of the barn owl’s community in their properties, becoming the largest in the world. This bird’s attentive look guards the vineyards, protecting them against plagues and intruders, leaving a strong imprint in these wines.
Tyto alba are the wines born from the vineyards protected by the Barn Owl, where biodiversity is key.

 

As the creative agency Rita Rivotti says, “this connection between Companhia das Lezírias, the vineyards and the Barn Owl, inspired us to come up with a name and concept for the Tyto Alba wines. We dreamt about this mythical bird’s features and portray them in a special design that makes it come to life, reminding us of its watchful personality, conveying quality and reliability”.

 

Thereby they bring us Tyto Alba, the wines that invoke their loyal guardian to embody Companhia das Lezirias’ commitment to preserve nature.

New Packaging for Centenary Cookies

The packaging therefore appears as a very relevant...

In 1910, in Camprodon, in the Pyrenees of Girona, it was born Birba, a family company dedicated to the development of the highest quality artisan cookies, with the aim of making its customers enjoy an outstanding cookie.

 

True to its century and inspired by the natural surroundings of Ripollès traditions, Birba continue selecting the finest ingredients and apply traditional recipes to further develop traditional style cookies. This is the secret of their success.

 

Today, however, are no longer enough about good ingredients and artisan development, the market is tough, competition is increasingly fierce in all channels, and we live in a world where there are plenty of products: hundreds and hundreds of cans, boxes, packs … that brands use to differentiate themselves from competitors.

 

The packaging therefore appears as a very relevant when it comes to differentiate themselves from competitors, trying to capture the customers attention and curiosity, and to strengthen the identity of the brand: this is the first thing that users see of our products.

 

Therefore, when defining and designing the packaging of our products, we must consider a number of aspects that are key:

 

  • Linking the packaging with the brand and logo; a shocking and amazing packaging facilitates the consumer to know who we are and to remember the brand more easily.
  • Identification of clear container with its contents: the consumer must clearly identify what’s inside, only seeing the pack.
  • Be very clear about what’s our public goal: to whom we go, what are the current market trends, what are the aspects most valued by consumers, what are the most suitable materials (o be used for the package, what are their preferences…
  • To study the competitors to analyze how they are performing and assess how we can offer a more striking and distinct product, highlighting quickly and easily the qualities and values ​​that add viewed to our
  • To study the legal details of the required information in the packaging, especially in the case of food
  • Thinking ahead, that is, the present design should be able to transfer to other existing products or new products that can be bring to market later.

 

It’s assessing all these considerations, as well as other more strategic business context, reviewing the product portfolio, export considerations … that we worked the packaging evolution for two of the most iconic Birba cookies: Cubanitos and Fruits d’Or.

 

Prior to joining the new packaging, we also review the products namings, trying to find more sonority, with shorter names evolving the current name, without a specific meaning and playing with one voice…

Thus, Cubanitos, crunchy rolled wafers covered in chocolate fondant, become CUBS, and Fruits d’Or, the famous biscuit mille-feuille filled with coconut cream and covered in chocolate, become LINS.

The graphic evolution of the pack is also very significant .

A new Positioning

what converts a brand in a success?

Casualplay is a family owned company located at Palau-Solità i Plegamans, near Barcelona, pioneer and leader in child safety. In 1966 Play became the first company in designing, producing and commercializing child restraint systems in Spain. They have devoted nearly 50 years to provide parents with mobility solutions for auto and walking, and home childcare solutions.

 

After this long period, the company decides to take a new positioning to adapt to the new costumers, new needs, and new market environment.

 

What “positioning” means, and what converts a brand in a success?

 

Successful brands are those that achieve:

  • First of all, to create a space on customers’ minds’: clearly defining the WHAT I AM.
  • Next, develop a rational personality: what does make me different from the market at a functional level?
  • Then, to establish emotional bonds with consumers: WHAT DO I REPRESENT FOR THE COSTUMER
  • And finally, to build a complex brand architecture: WHAT ELSE AM I?

 

And the key is always to establish in what of this moments are we now as a brand, where have we able to arrive, and where are the other brands in the category.

 

For the consumers to define a product based on their most important attributes, that is, for our product fills a place in their minds in relation to competing products, we need to define the positioning.

 

And to talk about positioning and establish one, we must cover the following points:

  • Target we address
  • Main need we will cover
  • Brand
  • Competitive environment in which we are
  • Benefits we provide

 

This builds the product positioning and it must be the epicentre of all marketing decisions that are taken by the brand.

 

The positioning must be consistent over time in order to actually get a space in the consumer’s mind and at the same time, must be flexible enough for not becoming obsolete.

 

 

Beds of the future…

Can beds release picture?

Rest, the personal comfort of their clients, the most innovative design, the use of the most exclusive and advanced technologies, research and work with the best natural products, and the most careful processes in all phases of the production of their rest systems. This is WLN Barcelona.

 

Their experience and their continued innovation in rest systems allows them to offer a sophisticated line of beds and complements of high quality, exquisite design, and comfort for even the most demanding clients, a fact that has already made them an established brand in many countries.

 

Since the beginning of the company, they have had a clear goal: to offer the best sleep system to their clients. For that reason, they can say that they offer up to fifteen different ways to rest, because we’re all different, and we all need different ways to sleep and rest.

 

The best products are the fruit of the best processes, and the best processes are the result of employing the best team in each stage.

 

That’s why at WLN Barcelona they have experts in design, experts in finding the best products from around the world (from Australia to Tanzania, and from Argentina to Thailand), experts on research and development, experts in production processes, and the best logistical collaborators.

 

The combination of products and elements like wool, cotton, latex, etc., with carbon fiber, palm, liquid gel… in different layers and dimensions, allows them to offer sleep systems personalized according to the needs of each client.

 

Additionally, they offer to their clients 30 days to try the bed, as well as 10 years of guarantee. They offer a great product, and they’re the only brand that offers their clients the M1 IGNIFUG standard in all of their beds, and they’re also the only brand that shows their clients the materials inside—they have nothing to hide.

 

The fact that first-class hotels like Hotel Regency Kuwait, Hermitage and Plaza in Andorra, Mandarin Oriental in Barcelona, or the Mövenpick Hotel Kuwait, have been equipped with mattresses and accessories Weightlessness, and that mattresses are also available for boats, with customized sizes and formats, as they are the only ones prepared for their materials and their composition with suitable tissue to resist changes in temperature and humidity continuous sea is another indication of product quality.

 

With this product in hand, WLN Barcelona set to step forward, to evolve its corporate image with a more modern and dynamic logo, outlining the colours of the brand, making it more clear and direct, and renewing all corporate stationery, designing a new brochure of its products in four languages ​​(Catalan, Spanish, English and Russian), launching a new multi-language website also to reach new markets and, of course, opening a shop of 500m2 at the Via Augusta in Barcelona.

 

The bases to face the future with more optimism are already put …