‘It Has To Be’ Heinz Campaign
In early 2009 Heinz saw their market share depreciating, they realised the impact of the recession had effected consumers spending power and ultimately people were turning to cheaper alternatives in all core product ranges “ Private label is a big player and were going to have to deal with it as an organisation and an industry” (WARC “It has to be Heinz: Maintaining leadership in uncertain times”, 2010). Further more retailers were also persuading consumers to purchase their own brand labelled products as they are more affordable than Heinz “ Concerned at the impact this might have on sales of its brands, Heinz took action to prevent erosion of its market share” ( IGD: “Heinz General Mills Award for Consumer Understanding”, 2009) they did this through launching a £5million campaign called “ It Has To Be Heinz” their goal was “Appealing to the heart, not the wallet, was the means by which Heinz could reframe the value debate and bring key consumer groups back to the brand“ (WARC “It has to be Heinz: Maintaining leadership in uncertain times”, 2010). The “umbrella” campaign used a wide variety of “creative consumer facing activity” ( IGD: “Heinz General Mills Award for Consumer Understanding”, 2009) including the usage of TV, Print, PR , and was also supported by in store marketing.
Objectives of the Campaign:
Having decided to appeal towards consumers unique emotional connection with the brand Heinz had some key objectives to endeavour towards.
We can use the mnemonic “DRIP” (Fill,2002) to highlight their key objectives. Firstly they wanted to ‘Differentiate’ their product’s from “value brand” products by “ Building on the emotional connection that the Heinz brand holds with consumers” (Talking Retail: “Heinz launches its biggest marketing campaign in five years”, 2009) they knew that consumers did not possess emotive ties towards buying value branded products like they did with Heinz.
Heinz wanted to “ Reinforce the significant psychological and emotional needs that are uniquely satisfied by Heinz products” this is supported by Fill Chris (2009 p.9) “ Reminding them of the benefits of past transactions with a view to convincing them they should enter into a similar exchange”.
They wanted to ‘Inform’ existing and potential customers that ultimately “It has to be Heinz” as their research highlighted that although consumers were switching to lower alternatives they were reluctant to let Heinz go “ You have to have Heinz- there’s no better brand” (WARC: “It has to be Heinz: Maintaining leadership in uncertain times”, 2010) .
And finally they wanted to ‘Persuade’ current and existing customers into an exchange relationship through the use of “ point of purchase via themed promotional activity” (WARC: “It has to be Heinz: Maintaining leadership in uncertain times”, 2010) .
After 103 years in the market, Heinz is the main player in the UK condiment market, “ Heinz has enjoyed a seemingly unassailable position at the very front of the kitchen cupboard and at the very top of the grocery category”) (WARC: “It has to be Heinz: Maintaining leadership in uncertain times”, 2010) . Heinz is a mega brand with high awareness amongst different public audiences. This meant that their campaign wasn’t targeted at a specific age group or demographic . However the recession made life for premium brand’s uncomfortable. Heinz needed to “ stave of challengers and strengthen its position without entering a price war” (WARC: “It has to be Heinz: Maintaining leadership in uncertain times”, 2010). They managed to reach their vast target audience through focusing their campaign on five core products “Heinz Tomato Ketchup, Heinz Beanz, Heinz Salad Cream, Heinz Cream of Tomato Soup and Heinz Spaghetti Hoops” (Marketing Week: “Heinz launches biggest brand campaign” 2009) through focusing their campaign on more than one product...