Thoughts Are My Own

Musings on marketing, retail, and tech. All third-party material has been referenced but will be removed upon request.

[thoughtsaremyown]

adidas_LDN: All Change Please

Last October adidas opened its flagship store 'adidas_LDN', "a creative hub, providing London with a new canvas for creativity and innovation". Based next door to the previous iteration it is a significant upgrade on it, with two striking differences. Firstly, there was a lot more to do on-site, making it an inherently experiential destination. Secondly, the aesthetic of this version has a fashion-first lilt rather than a sporting one: this is a space that revels in the modern-day culture that sneaker brands have helped established. The shop has three levels for customers to explore. The basement was dominated by footwear with a dedicated ‘Sneaker Services’ desk (alongside a ping pong table!) where people could customize and clean their shoes. There were some nice localized touches too, such as the ‘Three Lions’ wall and a Tube-inspired showpiece. These felt 'Instagrammable' in nature, and reaffirm a growing belief that physical retail should look to drive media value (alongside traditional metrics) via installations that can be shared on social channels.   The ground floor was heavily focused on activations: ‘Goodbye Gravity’ was December's theme, which celebrated the latest 'Boost' shoe. Sadly, the product was underwhelming and the main attraction – a running machine that encased customers in a waist-height capsule to feel like they were running ‘without gravity’ – was too slow to set-up, unreliable, and boring for spectators. Whilst this might not have hit the mark, the effort reveals a commitment to thinking about floorspace as a way to create a connection, not just convert. The second floor was the best of all, with a lovely, tactile corridor of soccer shirts hanging inside metal outlines of their club crest. Alongside it were cleats with key attributes listed – power, speed, dribbling – and the players that wear them. (All very shareable content.) Also, full customization was on offer, from regular apparel to names and numbers on team shirts. Significantly, there was a large table with stickers and badges where people could design their own swag. This approach echoes the brand’s ‘Creator’ tagline, and literally allows the customer to immerse themselves in the mantra. adidas_LDN is a far cry from the sterile stores of the past with rotating showcases alongside enticing permanent features. There are definitely aspects that must improve and it is not as slick as many of Nike's outlets. However, it is another example of a retailer reacting to the shifting role of brick and mortar, recognizing its role in building long-term brand-affinity with consumers.

[thoughtsaremyown]

Does Puma’s New Flagship Deliver On Its Promise?

There’s a new cat in town

Increasingly it seems like New York’s Fifth Avenue is becoming thedestination for sneaker brands, and, following adidas and Nike, the latest resident is Puma, which has opened its first US flagship at number 609. The timing is curious: the German brand typically sits in third place within the global sports rankings and has reported strong US sales recently; yet its position has been under pressure — notably from Under Armour — which is possibly the reason why it has sprung into attack. Either way, prior to its opening, company CEO Bjoern Gulden declared that “investing in this new store — in one of the fastest paced cities in the world — will help us in our pursuit to be the fastest sports brand in the world.” He continued to explain that Puma were “committed to pushing the boundaries of sports, fashion and technology, and this store is the latest manifestation of that.” This is a heady ambition indeed, however, in reality this destination lags behind its nearest rivals. Upon arrival the customer is greeted by a giant ‘Suede Classic’ trainer that they can actually climb inside for an Instagram-ready photo. The shoe is flanked on either side by a modern inventory and images of Cara Delevingne, an ambassador: this trio reminds the visitor of the heritage of the brand (with its heyday in the 1970s and ’80s) and its designs on impacting culture. It is a tantalising mezzanine… A short walk further inside reveals the first digital screen that offers online browsing or eCommerce via QR codes on product labels that shoppers scan. Inexplicably the tech was unable to read the code. (Doors only opened on Labor Day!) Towards the back of the lower floor is a huge digital display proudly showcasing images of New York. It appears that the primary purpose is for it to be photographed and posted to social media — this echoes a growing sentiment that stores should be seen as media outlets, as well as places for purchase. Whilst there may be truth to the theory, there is no substance behind the montage, and thus it feels like a wasted opportunity to drive-home the marriage of “fastest sports brand” and fastest city. Much of the upstairs is dedicated to another phenomenon — that of experiential retail. Immediately after the escalator there is a ‘Birch’ coffee stall and seating area, with signs inviting people to a ‘Customization Workshop’ featuring artist Sue Tsai, a nice concept for locals. Dwell equals sell after all…

In addition, there are bleachers where visitors can play the latest NBA 2K video game. This activation not only nods to the brand’s re-entry into the basketball market, but also a reaffirmation of the growing importance of eSports. Next, there is the ‘Skill Cube’, where aspiring soccer stars can try-out cleats on an AstroTurfed pitch with giant screens that place them (virtually) on AC Milan’s ‘San Siro’ playing field. Sensors track performance and sponsored athletes Antoine Griezmann and Romelu Lukaku coach the wearer throughout. Similarly, motor-racing’s Lewis Hamilton puts would-be drivers through their paces on a Formula One simulator. Both are innovative installations, except that there is no one manning either, nor are there instructions on how to activate them, leaving them under-utilised. Back to the shop-floor, where the customer is greeted with more screens, one of which is — seemingly — a mirror, but in fact has a camera for the browser to take a selfie and send to themselves. Others feature a range with the late Nipsey Hussle, however every product was sold out, which was slightly frustrating. (Furthermore, there is no back button on the touchscreen, so it is easy to get stuck in a rabbit hole.) Finally, towards the avenue-side of the space there is a personalisation zone: again, this section was closed (at 6:00pm) which was a shame. The ambition is for partnerships with “renowned artists and designers such as “BWOOD, Maria Jahnkoy, Même. Sue Tsai and Pintrill” to bring “PUMA x YOU customization”. There is something commendable about any retailer who opens an ambitious store — especially if it is a first, on one of the most expensive streets in the world. Moreover, #Puma has tried to reference a range of trends, from the impact of sneaker brands on culture; immersive retail; physical spaces as media; and ‘online’ attributes in an ‘offline’ environment. However, the fact remains that whilst the elements are there, the overarching journey was clunkier than adidas and significantly behind Nike’s ‘House of Innovation’. Maybe these are teething problems — hopefully so. Otherwise, whilst this will remain catnip for ardent Puma fans, the two top dogs will continue to rule the road. — — — — — — — — — — — — — This article also appeared on Econsultancy.

[thoughtsaremyown]

Losing The Human Touch?

Last week, AdAge reported: “Chase commits to AI after machines outperform humans in copywriting trials”. One such example was the variance between human-inspired, “Access cash from the equity in your home.”, and the AI version, “It’s true — You can unlock cash from the equity in your home,” which resonated better amongst customers.

For years, machines have appeared to replace humans primarily within manufacturing, yet computers are increasingly moving ‘up’ the supply chain. Inside retail attention has been on fit guides or digital models, but design and merchandising are where the real gains are to be made.

Indeed, just this year Zalando partnered with Google, taking Google’s Fashion Trends Report and hashtag Zalando’s own data to put-forward customer-inspired designs. Another example is StitchFix’s algorithms, which identify styles missing from the inventory that are then recommended to humans to create.

In the near future, companies might deploy a combination of influencers and sentiment analysis to trial-run designs, sourcing feedback before committing to mass production*. Longer-term, one has to wonder if AI will be used to ratify collections or pieces, assessing their likelihood to sell-through and thus effectively sanction — or not — human designs.

— — — — — — — — — — — — — — — —

*With extraordinary timing, H&M just announced a capsule collection in collaboration with “men’s style account MenWith, H&M launches a collection based on data derived from the most engaging posts on the Instagram account”. And so it begins!

[thoughtsaremyown]

Flat As A Pancake

Ihop Continues To Fail On Social Media

It is pretty easy to take aim at creative work, which should generally be avoided, however, Ihop’s Mother’s Day Twitter post — as highlighted by The Drum — was problematic on so many levels that it is worth noting.

Not only is not particularly funny (nor does it make a lot of sense) but, judging by the user comments, it seems likely that one of their marketers will have been asked this morning “How did a Mother’s Day tweet get us involved in a discussion about reproductive rights?”; a topic that is incredibly off-brand.

Yet the main issue is that #Ihop are trying too hard to be #Wendys, but they lack the clarity of purpose required to generate posts that are genuinely amusing and have a value to the end consumer.

[thoughtsaremyown]

Domino’s Loyalty Strategy

More than just reducing churn

Startling customer acquisition from #Dominos — loyalty members gain points for eating any pizza, even if it’s not the brand’s! To earn, pizza-lovers download the app and register; then they submit a photo of their pie or slice 🍕.

With the cost of #acquisition having steadily increased across channels, many companies have enhanced their rewards schemes as a way of reducing churn and thus avoiding continually buying new consumers. However, few have used them so aggressively to recruit new customers.

The strategy version of ‘better the devil you know’, Domino’s appear to testing the cost effectiveness of paying people to not eat their product — knowing that they will do so eventually — as a way of driving people into the funnel whilst also building their #CRM (for #retargeting).

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Monetising Influence

"All the world’s a stage, and all the men and women merely players".

The cost of customer acquisition for retailers has been steadily rising for some time. This, alongside increased competition, has made it expensive to attract new consumers. The spiraling costs have been caused by diversification of channels - once seen as an unrivaled opportunity to reach a wider audience, in reality it has caused marketing dollars to be thinly spread - and the cost of advertising across platforms from Google to affiliates increasing, often prohibitively so.

To counteract this, brands have looked to seemingly 'cost-effective' methods to attract purchasers, for example Revolve has focused on influencer marketing, namely paying people with a wide-reaching or valuable niche social media following to wear their clothes. This social media-wielding tactic achieved the same reach as media but was cheaper.

Meanwhile other labels have concentrated on retaining existing customers via rewards or 'loyalty' schemes. Often these are simple 'buy this item and get points off your next purchase', as perfected by Boots, they have also evolved to offer exclusive content and products in exchange for earned credit. There is no better example than Sephora, which has created a tiering system with ever-exclusive redeemable items, thereby gamifying participation.

Whilst myriad brands attempt to harness 'loyalty', the fact remains that it is inherently one-to-one marketing, unlike influencer marketing which is one to many. However, denim brand Diesel have looked to combine both via their 'SIDE:BIZ' program, which remunerates its customers for promoting inventory on their behalf.

Upon signing-up to the scheme participants are sent a unique link to share with friends over email or in a social post (of them wearing the clothes): whenever one of their contacts then shops using the link, the originator earns points.

Part of the wider 'Be A Follower' campaign, 'SIDE:BIZ' recognises the influence that many have within their social circle and offers discounts, free products, and one-off experiences in return for promoting Diesel's wares.

The early 2000s saw customers valuing the vanity of being championed on a brand's digital channels; in latter years people - or 'Influencers' - wanted to be paid for the same activity. Now that they too are becoming expensive and saturated Diesel are attempting to introduce a model whereby brand evangelists are recompensed but only if they drive revenue.

It is an interesting concept and one that could, if successful, turn customers into affiliates, with the potential to monetize their standing within a social group. All the world's a stage, and all the brands could be payers.

[thoughtsaremyown]

We Company Flatiron Fails to Excite

Newly rebranded ‘We Company’ have opened an updated version of their famed co-working spaces in New York’s Flatiron district. However, gone are the long-term leasing agreements — here punters can work on site for a day, an hour, or even by the minute, at a cost of 20c for each!

The space itself is bright, airy, and comfortable looking, with various stations to crank through outstanding jobs. There are longer tables for group sessions; ‘lounge-style’ areas for conversation; and even meeting rooms for private conflabs. To access each, individuals register via iPad and scan a bar code to check-in; they then scan again upon leaving to check-out, at which point their time on-site is totted-up and a fee applied.

At the entrance there is the seemingly obligatory coffee shop, which is surrounded by goods for sale from We Company members. Both elements could be impressive if they were not so achingly obvious, rendering them slightly bland.

Overall the location feels less like a brand extension and more like an uninspiring overreach. Moreover, at its heart lies a simple conflict — why would someone pay to work here when they can do the same for free at a coffee shop? Indeed, this piece was not written on site…

Pretty it may be, but this feels like a triumph of style over substance.

[thoughtsaremyown]

#MeToo In A Man’s World

Gillette’s latest advert ‘We Believe: The Best A Man Can Be’ discards the traditional ‘use this to attract women’ tactic often seen in-category, preferring to delve into unhealthy male behaviours — from boyhood fighting to harassment in manhood. At its crescendo, the piece asks the target viewer to question their role across relationships and help shape the next generation of men. The backlash has been considerable, not least from men themselves, who have promised to boycott products — but should the brand care? This Forbes article references the “comments on [#Gillette’s] own YouTube channel running negative by an astonishing ten to one margin”. So what? Try and find a social media post that does not (especially if it is published by a woman). If responses to largely anonymous comments were the yardstick for creativity, we would live in a very bland world. With regards to losing sales, there are two areas of note. Firstly, whilst a viewer could claim that this is a cynical ploy to jump on the #MeToo movement in order to make profits, it is quite another to say that the content itself is offensive. It is hard to believe that the majority of the audience have not seen real-life examples of those depicted in the advert. To that end, the rage only serves to justify the message of necessary introspection. Secondly, Nike were widely — and justifiably — lauded last year for risking alienating customers with their Colin Kaepernick campaign: does Gillette not deserve similar recognition? Interestingly, Gillette is not alone: in 2017 Lynx, a brand that is, at times, myopically masculine in its motives, urged men to think differently about their innermost concerns as part of their ‘Is It Ok For Guys...’ campaign. In it, they highlighted real life internal thoughts that (young) men have via the medium of search terms – such as ‘is it ok for guys to be skinny’ or ‘…to be sensitive’ – to both demystify and reduce the sense of isolation. More recently, the men’s outfitter Bonobos released ‘#EvolvetheDefinition’, a spot in which men read aloud the dictionary definition of ‘Masculine’ and then responded with their own perceptions. Yet, for every one of these potentially zeitgeist campaigns there are countless more that reaffirm the notion of manliness through the ownership of trucks, gambling, or getting the girl.  Indeed, one potential weakness of this video is the single lens with which men are portrayed here, namely seemingly heterosexual. It would be remarkable if Gillette doubled-down on this theme and followed-up with a segment that included those within the LGBTQ community — not least because they are customers too! — but because they make-up the myriad faces of men. Alongside the apparent well-meaning intentions, Gillette have pledged $1m annually for the next three years to US non-profits who share its values. Yet there will be detractors. Amongst them are those who question Gillette’s right to discuss this topic, given the almost implausible view of men that they have peddled for many years. Some will see this is a desperate ploy to gain attention amidst market-share decline. Others still will question the creative execution. Back in 2004 ‘The Dove Campaign For Real Beauty’ faced similar questions to those Gillette is being asked today. However, their promise could claim to have influenced thinking about how women are perceived – and view themselves – from #AerieReal’s body positivity messaging to Always’ ‘#LikeAGirl’, which reflected the stark fact that emojis are both stereotypical and disempowering. Maybe it is too much to speculate that ‘We Believe: The Best A Man Can Be’ achieves the same level of success, or that it provokes other brands into questioning their own narrative and its impact on customers. Either way, there is something brave about this advert – from a brand that has typically relied on the latest mass-appeal, fresh-faced sportsmen – and its confrontation of an issue that Gillette could have steered well clear of. 

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Wanted: Soccer Team and Fans

Could digital offer an unrivaled opportunity to build the team from scratch?

Yesterday, after four years of hurt, David Beckham’s “dream” of owning a Major League Soccer (MLS) team came to fruition. Ever since the twilight of his time at L.A. Galaxy the former England captain has been open about his plans to return the U.S. game as an owner: he now leads a consortium who aim to establish a franchise in a state that has been without a soccer team for over a decade.

Almost as soon as Mr. Beckham’s intention was declared a Quartz article questioned the decision, labelling Miami a ‘soccer graveyard’; this followed the collapse of ‘Miami Fusion’ in 2002, which itself came just one year after ‘Tampa Bay Mutiny’ walked the plank. These struggles are in contrast to the long-held belief that the sizable Latin population in both the city and state should champion interest.

Undoubtedly Beckham is a man who understands the value of publicity — having built his own brand and myriad others. Indeed, the franchise launched with the flourish of messages from Serena Williams and Will Smith, amongst others. Despite this, the fact remains, there is no team name, roster, or stadium. Moreover, with no history or heritage, the challenge now is to build a community of fans amongst the c.2.6 million inhabitants of Miami-Dade County (as well as the wider c.20 million Floridians) and to do so at a time when rival foreign leagues — especially the English Premier League — remain popular.

Yet to flip this on its head, it could be argued that this is a unique opportunity — owning a club that is new and unencumbered by decisions made in a different media era. Moreover, smartphones, social media, and streaming means there are an array of tools to connect with potential . To that end, is it possible that the club could become the world’s first digital team?

The strip

When Juventus discarded their old-fashioned shield-like badge in 2017 they did so in an effort to go “beyond football”, making their brand relevant within a digital age. The Italian club hoped to replicate the allure of the great Yankees logo, which transcends its sport and is adorned by people as a symbol, whether they follow baseball or not.

Using social channels such as Instagram Polls, Miami’s football club could localise sponsored posts and give residents a vote on their preferred colours for the kit. The club could create a series of pre-selected options from which fans choose their favourite. The winner might be the home kit, with runners-up the away variations. By working alongside an established sports brand to present fully-formed options Miami would remove the danger of crowd-sourcing which could lead to poor choices, or worse, sabotage by rogue outsiders. (Remember Bieber’s North Korean tour fiasco?) The strip could riff the red, orange, and white of Florida, or incorporate neon, which has become synonymous with the city — and popular amongst players.

Club crest

Voting could be replicated for the official logotype too, except this time around a series of options might be added as images on the Miami Instagram or Facebook profile page: the one with the most ‘hearts’ or ‘thumbs-up’ wins.

Voting could be replicated for the official logotype too, except this time around a series of options might be added as images on the Miami Instagram or Facebook profile page: the one with the most ‘hearts’ or ‘thumbs-up’ wins.

Giving people the chance to directly input on the club’s aesthetic could help build an affinity and increase sales of merchandise. Importantly, by presenting considered options Miami would avoid the nightmare witnessed by English club Leeds United just last week, who were forced to withdraw their updated badge within hours of its launch.

Season tickets

Miami’s proposed arena is slated to seat 25,000, which, if it were around today, would be the fifth largest in the league. Yet soccer is consumed globally, with many followers unable to visit. Manchester United famously got-around this issue when they replaced advertising on the digital billboards with the faces of fans from around the world — giving the sensation of being at Old Trafford. What if Miami took this one stage further? They could place cameras around the ground that act as digital seats that people buy as season tickets to live-stream games. Accessed via an app, the camera could be controlled by the viewer — scanning left and right using a phone — offering a greater experience than simply watching on TV.

Fan club

Many sports teams have loyalty mechanics, but a new side offers the chance to develop organic behaviors from the ground-up. For example, once someone downloads the app to register, their interest could be time-stamped with the individual gaining points for every year they have supported the team for.

In addition, credits should be awarded for attending home and away games (more for the latter) or streaming live on the app. Some of the most successful membership schemes — such as beauty company Sephora — gamify the experience by offering tiered rewards for those who are more active. Here too, levels could be created — ‘First Team’, ‘Squad Player’ etc. — with exclusives offered in return, such as ‘question and answer’ live-streams with players or insider access to training.

As stated earlier, building a community of followers will be hard for a completely new team. Yet thankfully there have never been so many tools to do so! Utilising them in ways similar to those outlined here could help to create a bond with fans, both local and further-afield, giving supporters the feeling that they are both part of the club’s foundation and its ongoing fabric.

(Bonus point: Needless to say, Miami should follow the lead of clubs from Madrid to Munich and ensure that their outreach is multi-language too, with different profiles for each.)

This article originally appeared in Econsultancy.

[thoughtsaremyown]

American Eagle Studio

Teen brand ‘American Eagle Outfitters’ reopened their Union Square store today, reimagined as ‘AE Studio’. Gone is the brash Americana that began to overshadow the inventory – which has stayed far more on-trend than many of the other preppy labels – to be replaced by a fusion of metal, paired-back wood, and touches of vibrant colour. The entrance itself is a nod to that desire to transition from the norm, with almost nothing in it except for a gold scaffolding structure (no clapboards or shirtless men here). Once fully inside, the visitor is greeted with three distinct aisles of merchandise: sweaters and shirts in the middle, and jeans on either wall. The brand prides themselves on their denim, so to elevate the experience they have installed iPads next to each fit with models moving about to give a sense of fit, and cut details listed alongside. Oddly, that is all that happens, with no ability to scroll between different washes or styling advice.

Further in the changes are even more apparent. The red, white, and blue of ‘Old Glory’ have been replaced by neon-pink strip-lights hanging above the laundry, where students can wash their clothes for free! Situated nearby, there is a repairs service – as with their design, AEO has tried to keep pace with the sentiments of its customers, and the ability to repair rather than discard worn-out jeans dovetails nicely with the reservation that Gen Z has about fast fashion.

Whilst the first (ground) floor is predominately reserved for menswear and the second for womenswear, the selection is mixed, again a nod towards a more homogenous generation. Placed in these surroundings – upon raw wood or hanging from white steel – gives the inventory new life, even if it remains fairly conservative, with plaid shirts and khaki pants outnumbering tech hoodies and camo print.

At the back of each floor are the redesigned fitting rooms (unisex, naturally) with customers afforded generous space to change and, presumably, to take full-length selfies. Teasingly, there are fully styled three-piece outfits hanging on the wall; the iPad inside the cubicle lets the customer call an attendant, either to ask for a new size, or maybe a piece from the inspirational look? Yet, as with the iPads on the shop floor, these feel under-utilised, with seemingly no option to browse even a limited selection.

Hidden away somewhere is a dedicated social media team who communicate directly with customers. Again, on-point, if a little gimmicky.

Overall, 'Studio' is a strong step-forward and American Eagle should be commended for rethinking their physical experience. That said, this is very definitely an evolution, not a revolution: the brand clearly knows who their existing customer is and does not want to alienate them. That said, judging by the smile on the faces of the team and one customer’s exclamation that ‘this store is awesome!’, they are doing something right.

[thoughtsaremyown]

Amazon In The Urban Jungle

The first and overwhelming impression when visiting Amazon’s first New York location is that of familiarity.  The look and feel, wooden shelves with white on black signage just above is reminiscent of the British retailer Waterstones, which operates in the same sector. Further, second-tier typography, this time white on royal blue, has shades of WH Smith, another old-hand. Upon arrival customers are met by greeters (the first faces of Amazon, aside from CEO Jeff Bezos) who are both eager to help and distinctly Apple-esque, albeit dressed in checked shirts, jeans, and Converse – rather than seasonal t-shirts – giving more than a hint of the company’s Seattle roots.

Whilst meandering through, it becomes apparent that all the usual categories exist: Fiction, Kids, Cooking; indeed, everything you might expect from a book store. Slightly depressingly, ‘Self-Improvement’ was the busiest of all…There is alchemy here though. Firstly, all the stocked editions have an amazon.com rating of four stars and above. Moreover, they have clearly been chosen based on what is popular in New York, utilising troves of data that the company has on the city’s inhabitants. Perusing the travel section’s destinations brings this to life: London, Paris, Europe, Costa Rica, and the new darling of affluent Manhattanites, Cuba! It is certainly Prime time, with calls to action everywhere highlighting the advantages of signing-up to the premium shipping and content service. Pricing is one such example: Prime members and Amazon device owners pay the same in-store as they would have had they bought the books from the website, whereas everyone else is charged the (typically more expensive) list price.Strangely, ancillary items – like water bottles and key-finding devices – have no prices shown; no stickers nor shelf placards. As such, the customer must scan them using either the Amazon app or in-store machines, or take them to a cashier. Either way, the process buys time and, importantly, takes them away from the shelf, building a connection and making it harder to simply put the product back. One obvious concept, well-executed, is relaying customer feedback. One wall is adorned with ‘Books with more than 10,000 reviews’; then there are ‘Most popular’ titles such as Fahrenheit 451; or ‘91% of people rated this 5 stars’; alongside individual customer reviews. A chalk board behind the till-point allows the in-house team to highlight weekly bestsellers. As with iPads in the Apple Store, the Kindle is deployed as a reference tool for visitors to use to search for recommendations. Intriguingly, digital best-practice has been brought to life with a wall of ‘If you liked then you’ll love’, where popular titles are paired alongside each other. Again, it is likely that this has been driven by oodles of user behaviour but it was compelling – gorgeous covers combined with intrigue. Interestingly, there is no order and ship directly to home option. (Maybe that was a pastiche too far, with Bonobos still the player in that space.) As with most book shops magazines are also on show – think GQ, Cosmopolitan, Outdoor Magazine – along with Osprey backpacks and hiking equipment; coffee presses, and nick knacks tempt the customer throughout journey to the checkout. Moreover, the full gambit of Amazon products is on display, from the simple gift card, through to Kindles, Fire TV, and the Echo. A rolodex of cue cards is placed next to each device giving people ideas of what to ask Alexa, a considered touch that urges the customer to form a bond with ‘roboshop’. The Columbus Circle store is only 4,000-odd square feet, so not huge. The space on the right and left upon entry is soon swallowed by the central payment area and a funneled sensation is created at the back. Located in one of the city’s higher-end shopping malls it does not look out of place. Make no mistake, this made for a pleasant trip. No surprises and multiple titles that caught the eye (so predictable!). Yet, simultaneously it was so devoid of creativity; the devil may be in the detail, it certainly is not in the décor (The small wooden tables and leather-style chairs look like they might be related to Starbucks’ furniture.) What is more, following the visit one thing was hard to reconcile: why go here, rather than buying it on amazon.com?

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Multiple media outlets - with varying degrees of hysteria - have reported on the rise in YouTube videos that appear to be innocuous children’s cartoons but soon morph into doctored and distressing episodes, with the central characters whisked into an alternative universe of suffering. It is an extremely strange occurrence - why would an animator spend time creating a dystopian view of a popular character’s life, with grizzly, relatable outcomes aimed at causing maximum distress, such as a visit to the dentist? It also reaffirms how hard the internet is to police for parents who - understandably - pass their children the iPad from time to time. Interestingly, this bizarre development might benefit YouTube, who have come under pressure recently about their ability to control content. The soon to launch ‘YouTube TV’, which allows users to stream services for $35 per month, might become an attractive proposition, given that it will likely include parental controls. With the ability to add 6 accounts per subscription and controls, this suddenly this feels like a small price to pay for certainty. (For YouTube this may be a case of triumph in the face of adversity.)

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Massive kudos to Heinz for going with Don Draper’s ‘Pass The Heinz’ after all these years.

[thoughtsaremyown]

The Power of One

Last week, the Italian football powerhouse Juventus rebranded, dropping their badge logotype in favour of a simple ‘J’. The brain behind the change, Interbrand's Manfredi Ricca, told the Mirror newspaper "The keystone of this brand is to make sure that Juventus is always going to be anchored to football, but that it is also going to be beyond football.” At first glance the streamlined look appears to be aimed at maximising consumer touch points – the ‘J’ is neater and more legible than its predecessor when placed inside the square real estate of a social media profile or app icon. Yet Mr Ricca also outlined a vision about integrating new consumers into the club’s ecosystem: “There may be products which are created to reflect the Juventus ethos and may be disconnected from football”. He added, “There are quite a few people who are not F1 fans but are, for example, Ferrari fans.” Another analogy might have been that of the New York Yankees, whose famous (and exquisitely simple) intertwined ‘N’ and ‘Y’ has adorned the heads and hearts of countless people, most of whom have probably never seen a ball pitched. It is actually quite logical for sports teams to produce products, especially if they can play to their strengths. In the case of Juventus this could encompass sporting excellence (with 32 Scudettos they are Italy’s most successful team); an association with performance goods manufacturers; and their fan base (for amplification). Juventus can use each to tap-into the enormous rise in ‘ahtleisure’ – seen across both men’s and women’s wear. They can draw on their experience with athletes, partnering with adidas to produce a credible range, such as compression base layers, warm-down hoodies, or sweat-wicking tees. The salient point being that the discreet ‘J’ sits more comfortably on the garments and, most likely, with consumers who do not want to affiliate themselves so closely with the soccer elements (but do want to benefit from their expertise). Indeed, by actively stripping these aspects back Juventus can now build an identity that draws on their strengths but also makes them more than just a football club.

[thoughtsaremyown]

adidas 5th Avenue: Retail Future

adidas refer to the new Manhattan space as a ‘Brand Flagship’, and, like the moniker itself, this is an environment of complimentary opposites. The product meshes lifestyle and sport; the steel and concrete décor is reminiscent of a warehouse and yet a basketball court too; a bronze statue of Adi Dassler on the bleachers reminds people of the company’s history and provides an Instagram moment (courtesy of free Wi-Fi). Product also adopts the theme: whilst Ultra Boost - clearly the hero - is encased in clear boxes around the place, the cushion is evident across fashion, running, weightlifting, and the exciting ‘Day One’ hiking line. Early sketches and shoe designs can be found alongside the modern day physical manifestation. The basement is dominated by soccer, replete with shirt-printing service, whereas the first floor features James Harden-adorned screens, flanked by small break out areas, including a juice bar and health consultancy. The third floor is reserved for women’s wear and should be commended for the space allowed, as well as the strength of the range. The 4th floor, predominantly dedicated to (unisex) Originals, is the best. The offering echoes the now closed Wooster Street store and further reinforces adidas’ ability to create ‘culture’ pieces, with apparel that nods to the three stripes heritage but is entirely contemporary. The centerpiece is the customize zone, where Apple Macs and sneaker silhouettes are on standby to be tinkered with. There is no playing area, nor is there astroturf for players to test out their cleats (a great idea) as with Nike Town in Soho, yet there are thoughtful touches, be it the continuation of old and new with vintage furnishing on every floor, or mannequins made from ocean plastic – part of adidas’ burgeoning CSR initiative. The inconspicuous VR headset points to the future. What is more, the navigation feels purposeful and a sensation of space prevails. If there is a negative, it is that the experience arguably strays too far towards that of a museum, rendering it less tactile than might be hoped. However, this remains an impressive and immersive concept, one that undoubtedly invites the visitor to embrace the many juxtaposed facets of the brand.

[thoughtsaremyown]

adidas’s Global Senior Director of Originals Footwear Concepts, Till Jagla’s post heralds a less ‘futuristic’ silhouette: reimagined from 1985′s ‘Mercury’, the ‘Haven’ is a competitor to the classic Nike ‘Internationalist’ shape, something that has - in the opinion of this blog - been lacking; an omission rendered stranger given the slew of retro sneakers that the Originals line has - and allows for. However, it is here (replete with juxtaposed paired-back blue upper and modern touch of neon) filling a hole.