On July 7, 1928, a bakery in Chillicothe, Missouri introduced pre-cut bread using the automatic bread-slicing machine, invented by Otto Frederick Rohwedder. While the bread initially failed to sell, due to its "sloppy" aesthetic, and the fact it went stale faster, it later became popular. In World War II bread slicing machines were effectively banned, as the metal in them was required for wartime use. When they were requisitioned, creating 100 tonnes of metal alloy, the decision proved very unpopular with housewives.
The task-force model is both agile and disciplined. It requires a culture in which central leadership is confident that local teams understand the strategy and will collaborate to execute it. This works well only when everyone in the organization is inspired by the brand purpose and is clear about the goals. Google, Nike, Red Bull, and Amazon all embrace this philosophy. Amazon’s Jeff Bezos captured the ethos when he said at a shareholders’ meeting, “We are stubborn on vision. We are flexible on details.”
A relatively new form of marketing uses the Internet and is called Internet marketing or more generally e-marketing, affiliate marketing, desktop advertising or online marketing. It tries to perfect the segmentation strategy used in traditional marketing. It targets its audience more precisely, and is sometimes called personalized marketing or one-to-one marketing.
In addition to engaging customers and inspiring employees, a powerful and clear brand purpose improves alignment throughout the organization and ensures consistent messaging across touchpoints. AkzoNobel’s Dulux, one of the world’s leading paint brands, offers a case in point. In 2006, AkzoNobel was operating a heavily decentralized business structured around local markets, with each local business setting its own brand and business goals and developing its own marketing mix. Not surprisingly, the outcome was inconsistent brand positioning and results; Dulux soared in some markets and floundered in others. In 2008, Dulux’s new global brand team pursued a sweeping program to understand how people perceived the brand across markets, paint’s purpose in their lives, and the human truths that inspired people to color their environments. From China, to India, to the UK, to Brazil, a consistent theme emerged: The colors around us powerfully influence how we feel. Dulux wasn’t selling cans of paint; it was selling “tins of optimism.” This new definition of Dulux’s brand purpose led to a marketing campaign, “Let’s Color.” It enlists volunteers, which now include more than 80% of AkzoNobel employees, and donates paint (more than half a million liters so far) to revitalize run-down urban neighborhoods, from the favelas of Rio to the streets of Jodhpur. In addition to aligning the once-decentralized marketing organization, Dulux’s purpose-driven approach has expanded its share in many markets.
This refers to the process of setting a price for a product, including discounts. The price need not be monetary; it can simply be what is exchanged for the product or services, e.g. time, energy, or attention or any sacrifices consumers make in order to acquire a product or service. The price is the cost that a consumer pays for a product—monetary or not. Methods of setting prices are in the domain of pricing science.
My hopes were quickly dashed in my quest for some “meat”, something of genuine value, something I could put to use in my daily job as a marketer. Unfortunately, the book Is really just a continuous string of Mr. Godin’s rambings on various topics he’s discussed in previous works. All of a sudden I was skipping huge swaths of examples and musings in the hope of finding something useful. I know Mr. Godin has a lot of useful advice and insights, but I just couldn’t find anything I could sink my teeth into in this particular book.
Later, during the post-war boom, other American companies (notably General Mills) developed this idea further, marketing cake mix on the principle of convenience, especially to housewives. When sales dropped heavily in the 1950s, marketers discovered that baking cakes, once a task at which housewives could exercise skill and creativity, had become dispiriting. This was a period in American ideological history when women, retired from the war-time labor force, were confined to the domestic sphere, while still exposed to the blossoming consumerism in the US. This inspired psychologist Ernest Dichter to find a solution to the cake mix problem in frosting. Since making the cake was so simple, housewives and other in-home cake makers could expend their creative energy on cake decorating inspired by, among other things, photographs in magazines of elaborately decorated cakes.
World War II directly affected bread industries in the UK. Baking schools closed during this time so when the war did eventually end there was an absence of skilled bakers. This resulted in new methods being developed to satisfy the world’s desire for bread. Methods like: adding chemicals to dough, premixes and specialised machinery. These old methods of baking were almost completely eradicated when these new methods were introduced and became industrialised. The old methods were seen as unnecessary and financially unsound, during this period there were not many traditional bakeries left.