Late in 2009, National Raisin Company — a Fowler California grower / packer responsible for one out of every three raisins sold in the United States — engaged Goldforest to develop and execute a brand strategy for an innovative new snack food product. National’s R&D department had developed a unique process of flavoring raisins with natural juices from other fruits, adding citric and ascorbic acids and a light dusting of sugar (about 10% of the sugar that naturally occurs in raisins), to create a sweet and sour taste profile that more resembled candy than dried fruit.

Goldforest's key marketing insight was that Raisels could be used to reposition raisins from healthy but "boring" to healthy and exciting, while cookies and candy could be made a bit healthier but would never be perceived as "as healthy" as Raisels, which are, after all, real fruit.

Raisels come in film-wrapped bricks containing six 1.25 oz. paperboard cartons each.

Though preliminary research indicated that people of all ages loved the taste, Goldforest proposed a kid-focused strategy in order to compete directly with cookies and candy as a healthy, real fruit alternative to sugar-based snack foods. Mom might buy the product for her kids, but in the end, it would be consumed by anyone with a sweet & sour tooth.

Each Raisels carton is illustrated with a Raisels character interacting with another fruit. Here Ozzie Orange shoots his pal Flying Otis from a canon!

The brand platform Goldforest proposed was fun, friendly and responsible; the Hollywood, Florida brand consultancy developed the name Raisels to communicate a relationship to raisins but at the same time to differentiate the new product. The colorful, energetic packaging features a series of illustrations, one for each flavor, of Raisels characters interacting with other fruits.

Raisels achieved national distribution by the end of 2010, six months after introduction.

Goldforest also developed Raisels’ Web site, and social media presence (via Facebook and Twitter pages), and a brand introduction marketing strategy. This included retailer and media sampling kits, a very successful Mommy Blog tour and a Facebook promotion that netted 20,000 “likes” in one day.

National Raisin Company is America’s largest processor of raisins for private label and industrial sales distribution.

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In post one and post two of this three-part series, I talked about ways that smaller chains of supermarkets can compete effectively with the large chains, mass merchandisers and club stores that dominate the supermarket channel. And I began to describe some of the marketing and brand related aspects of store operations that smaller operators can use to build customer loyalty and increase bottom line profits.

In this final post, I’ll review three more ways you can get the jump on your competition and draw some useful conclusions for your consideration.

Web Site
Like it or not, the Internet has changed the world. A well-designed Web site that engages, informs and assists your customers is no longer an option. Properly conceived, it can become the hub of your store’s brand communications. While that’s a long term consideration, it can also support your ongoing sale and promotion efforts.

www.ninosalvaggio.com (designed by Goldforest) is a comprehensive Web site offering interactivity and an opportunity to build an online community.

Too many small markets have outdated and largely irrelevant Web strategies. But the truth is that huge numbers of consumers have learned to use the Web to improve their efficiency, shop more intelligently, communicate with their retailers, communicate about their retailers, and deepen their ties to trusted brands like yours. And because the Internet enables engagement within communities, it’s especially suited to the branding needs of local businesses.

But don’t kid yourself. Building a Website with customer relevance takes strong internal will and commitment. Planning and execution are both involved phases. You’ll need a Web development partner who’s demonstrated ability in both areas and you’ll need to follow their lead to get good results. One retailer we’ve worked with scaled back other advertising and marketing efforts for a year to free up the resources to pay for the effort. Remember, a Web site is a long term investment that will pay dividends and leverage the value of your other marketing dollars as time goes on. So if you’re going to do it, do it right!

E-mail Marketing
Once your Web site is up and running, you can leverage your online presence with an ongoing e-mail program targeting your regular customers. It’s the 21^st century equivalent of the store circular, only far less expensive and with greater functionality.

Each e-mail can publicize your special offers. But it can also provide links to different pages of your Web site: special recipes, blog posts (if you’re blogging), upcoming events, community happenings, and more!

This e-mail template for Nino Salvaggio (designed by Goldforest) dovetails with the Web site shown above, offering a seamless online brand experience to the customer.

There are many good ways to build a list of e-mail addresses. And there are companies that specialize in managing e-mail distribution. But the truth is that there are also very inexpensive online programs you can administer yourself once you’ve designed your e-blast template. Constant Contact and Emma are just a couple that come to mind. (This e-mail reached you by virtue of Constant Contact software.)

Trend Watching
Today health, simplicity, eco-consciousness and time constraints are very significant factors in consumer behavior. Have you done anything lately to show you’re in sync with their concerns?  Could you add or develop an in store expert on wellness? What have you done to improve the checkout experience? Have you taken simple steps to make your business more green?

One way to start is to develop conversations with customers. Ask them what’s important to them and how you can make your store more valuable to them. Reward them for making suggestions. Reward employees for engaging customers and soliciting feedback. Any time you implement something that addresses a concern or issue shared by a significant portion of your customers, publicize it in your advertising and in-store communications. You’ll strengthen your customers’ trust and deepen the bonds your store’s brand enjoys.

Why Wait?

The only thing certain is change. Sometimes it’s forced upon us. Sometimes we can act purposefully. The economy is currently in flux. Fortunately, it hasn’t been as bad a ride for most supermarket operators as for other businesses. But your competition isn’t sleeping. Fundamental changes in store strategy are taking place at all levels. If the ideas discussed here makes sense, maybe they’re worth your consideration. The market that plans ahead with a good understanding of its alternatives has a great opportunity to solidify and grow its market position. A brand communications expert who’s worked with businesses like yours can help you explore the options.

What do you think of the ideas I’ve proposed? Feel free to use the comment box below to state your view or start a conversation!

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