Retailers should engage consumers emotionally, not just give them the hard sell, according to research by Cognosis. Glynn Davis reports
Trust, so the saying goes, takes years to build and a second to destroy.
Yet some supermarkets are in danger of destroying the trust consumers have placed in them by going with advertising that favours the hard sell rather than emotive engagement, reveals exclusive research by strategy consultancy Cognosis.
Pushing a pure price message is a risky tactic, warns the panel of marketing experts asked to assess the multiples' cross-media activity for the research. Although there is a strong price dimension to their advertising messages, only Sainsbury's and Morrisons have succeeded in pushing a strong value-of-values as well as a value-for-money message, it says.
"Sainsbury's does not just show you that 'Switch and Save' helps save you money - there is also a human touch," says Mark Adams, director at Cognosis. "Its ads are very much about the family."
The ads highlighting how a chicken can last for three days fit well with Sainsbury's values and resonate with its 'Try something new today' strap-line, he adds.
Clive Black, head of research at Shore Capital, agrees. "Sainsbury's has surprised the most with its resilience to the recession," he says. "Tactically it has been exceptionally good, communicating both its value-for-money and core values."
The fact both Sainsbury's and Morrisons' businesses were already undergoing great change has allowed them to be "more nimble and able to respond better" to the recession, suggests Cognosis.
Adams feels Morrisons has also benefited from being new to many consumers. "It is seen as offering something new and fresh when many people are looking for the 'new alternative'," he says. "This is consistent with its long-standing fresh credentials."
The consistency and simplicity of Morrisons' advertising over a long period has enabled it to interest potential new customers while maintaining the perception of low price, says Richard McKenzie, partner in the retail group at OC&C Strategy Consultants.
The price-focused campaigns from Tesco and Asda have been no less consistent with the way both supermarkets have historically marketed themselves - and in Asda's case they have helped to convey the message it can be trusted to deliver the "right products at the right price".
Though Asda has resurrected its bum-slapping tactics, its heavy price focus could prove a double edged sword, says Adams. "If there is a scale between cold/aloof at one end and warm/accessible, Asda is in the middle but sliding towards the cold end as it fights on price," he says.
So far, "the battle on price has re-inforced Asda's credentials, whereas for Tesco there are too many messages and price is just one of them", believes Malcolm Pinkerton, senior analyst at Verdict.
Tesco's problem has become more acute since it unveiled its Discounter range and accompanying "Britain's Biggest Discounter" strapline, believes the panel. This has compromised the clarity of the three-tier pricing structure the retailer had built up and confused shoppers, many of whom will have seen the move as a tactic aimed purely at stopping the discounters rather than delivering greater value for money.
"When we get out of the recession, it could prove to have damaged the perception of Tesco," says Adams bluntly, adding that a strong price focus is also compromising the core quality messages of Marks & Spencer and Waitrose. "The more 'wise buys' you see in M&S, the more chance it will over time undercut the perception of being top quality," he warns.
Striking the balance between price and quality isn't easy, concludes the panel. But those that fail to engage with consumers on an emotional level will pay the price.
Trust, so the saying goes, takes years to build and a second to destroy.
Yet some supermarkets are in danger of destroying the trust consumers have placed in them by going with advertising that favours the hard sell rather than emotive engagement, reveals exclusive research by strategy consultancy Cognosis.
Pushing a pure price message is a risky tactic, warns the panel of marketing experts asked to assess the multiples' cross-media activity for the research. Although there is a strong price dimension to their advertising messages, only Sainsbury's and Morrisons have succeeded in pushing a strong value-of-values as well as a value-for-money message, it says.
"Sainsbury's does not just show you that 'Switch and Save' helps save you money - there is also a human touch," says Mark Adams, director at Cognosis. "Its ads are very much about the family."
The ads highlighting how a chicken can last for three days fit well with Sainsbury's values and resonate with its 'Try something new today' strap-line, he adds.
Clive Black, head of research at Shore Capital, agrees. "Sainsbury's has surprised the most with its resilience to the recession," he says. "Tactically it has been exceptionally good, communicating both its value-for-money and core values."
The fact both Sainsbury's and Morrisons' businesses were already undergoing great change has allowed them to be "more nimble and able to respond better" to the recession, suggests Cognosis.
Adams feels Morrisons has also benefited from being new to many consumers. "It is seen as offering something new and fresh when many people are looking for the 'new alternative'," he says. "This is consistent with its long-standing fresh credentials."
The consistency and simplicity of Morrisons' advertising over a long period has enabled it to interest potential new customers while maintaining the perception of low price, says Richard McKenzie, partner in the retail group at OC&C Strategy Consultants.
The price-focused campaigns from Tesco and Asda have been no less consistent with the way both supermarkets have historically marketed themselves - and in Asda's case they have helped to convey the message it can be trusted to deliver the "right products at the right price".
Though Asda has resurrected its bum-slapping tactics, its heavy price focus could prove a double edged sword, says Adams. "If there is a scale between cold/aloof at one end and warm/accessible, Asda is in the middle but sliding towards the cold end as it fights on price," he says.
So far, "the battle on price has re-inforced Asda's credentials, whereas for Tesco there are too many messages and price is just one of them", believes Malcolm Pinkerton, senior analyst at Verdict.
Tesco's problem has become more acute since it unveiled its Discounter range and accompanying "Britain's Biggest Discounter" strapline, believes the panel. This has compromised the clarity of the three-tier pricing structure the retailer had built up and confused shoppers, many of whom will have seen the move as a tactic aimed purely at stopping the discounters rather than delivering greater value for money.
"When we get out of the recession, it could prove to have damaged the perception of Tesco," says Adams bluntly, adding that a strong price focus is also compromising the core quality messages of Marks & Spencer and Waitrose. "The more 'wise buys' you see in M&S, the more chance it will over time undercut the perception of being top quality," he warns.
Striking the balance between price and quality isn't easy, concludes the panel. But those that fail to engage with consumers on an emotional level will pay the price.
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