10 key principles for experiential marketing the right way

We’ve been leading the field in experiential marketing for twenty years. Not that we want to blow our own trumpet, but in that time we’ve learned a thing or ten about what makes experiential marketing work.

We’re constantly evolving and innovating the ways brands interact with their audience, online and off – yet the core principles and processes are surprisingly consistent.

1. Strategy first

Experiential marketing makes a splash, but without a coherent strategy, that splash might as well be a stagnant puddle. Establish why you’re doing what you do in the first place. What do you want to achieve? How will the experience you’re offering address your bottom line?

Current marketing theory suggests strategic planning and thought is even more important in the ‘Era V’ of marketing – a period in which every aspect of a company’s operations is now part of the marketing machine. Marketing is holistic, looking inwards to ensure that everyone in the company is fully aware of its goals and how they’ll be attained. Experiential or in-store can’t afford to be afterthoughts, they’re as crucial as every other cog in the marketing machine.

2. Customer (also) first

You might like the experience you have in mind – but does your customer?

A firm grasp of the end user – the retailers and consumers – is essential. Focus on the user experience: how it feels to interact with your brand. Users expect their experiences to be integrated and intelligent. They expect connections: relevant, personal interactions with the brand, and seamless cross-channel functioning between their experiences on different devices and in different locations.

Your strategic goal might be sales, but your tactical goal is giving your customers something to remember you by – and making sure it’s positive.

3. Your people are your product

Your product, the tech or the pitch are all undoubtedly important, but what matters most is your people. They are the face of your brand for the day. They form the personal connections that make marketing work, and they can compromise everything else if they’re not on-message. Everything they say and do needs to communicate your brand values.

Your people

What does this all mean? Train your people. Make your expectations for the event – targets, behaviours, messaging – crystal clear, and ensure the staff know exactly what actions they have the authority to take. Clear, concrete briefings build the confidence that makes for effective encounters.

4. Ideas over technology

Tech is a tool, nothing more. VR, AR, AI, apps and games – they can all be engaging, but not without a creative concept or idea. Don’t use these tools for the sake of being on-trend, without a clear link between the experience, the content and your brand offering.

Wow them with ideas, not with gadgets.

5. Engagement is everything

Is your marketing passive or active? Experiential marketing has to be active. You’re not just giving out product or information for the customer to receive. You’re inviting the consumer into your branded world for a part of their day. Is that world a delight? Would they revisit? Is there something for them to do there?

When you want to tell customers something, make them discover it. There’s a balance to strike between making it too hard to discover basic facts about a product, and leading customers to engage in more depth, but the basic principle is “don’t tell them about your product – make them ask.”

6. Aftercare isn’t an afterthought

Field marketing and experiential campaigns lead to an uplift in immediate sales results. Our in-store sampling campaign with Ferrero saw an average sales uplift of 186% after two weeks. In some locations, this figure was closer to 500%.

Short-term success is fantastic, of course. But experiential marketing offers the opportunity to create something longer-lasting. ROI isn’t simply what happens on the day. Experiences can stay with people, building brand equity in the long term. A brand needs to consider what they can do to continue the relationship with the consumer after they’ve moved on to the rest of their day.

7. Smiles are currency

Do you delight? Does the visitor come away from the experience beaming? They need to. Smiles are a powerful trigger: the physical movement of the face triggers a psychological reaction, and the customer feels happier, lighter, and more engaged with the day.

If a customer associates those feelings with your brand, you’re on to a winner. While there’s a known link between sadness and spending – the ‘misery is not miserly’ effect – there’s another, less documented link between relaxation and spending. Relaxed people spend more. What you’re looking for isn’t forced happiness, but a comfortable, welcoming atmosphere.

8. Little things are huge

Every interaction is a touchpoint between your brand and the consumer, and the little touches are the things that delight. These can be something as simple as the tone of your brand or staff, or a follow-up – something that makes transient visitors feel like more than just customers. Show them how much you value their engagement (not just their money), and you’ll see more of both.

There is a direct correlation between product performance, customer satisfaction and customer loyalty, powerful enough to reverse trends across whole industries. In banking, for instance, quality customer service and long-term relationships are enough to counter a general feeling that banks are not to be trusted. The little things are enough to make your business stand out.

9. Think about impact first: the reach will follow.

Word of mouth referrals are the best form of advertising. 84% of consumers trust recommendations from influencers, friends, family members and peer networks – so make something that people want to recommend.

Make an experience people want to talk up – something people want to share around. Think about Kickstarter, a platform which bears out this approach to business. If a project doesn’t stimulate sharing, it’ll languish in obscurity – no matter how good it is, it won’t attract attention from potential backers.

10. Consistency is key

The bottom line: all marketing needs to be consistent and coherent and that includes experiential. Your experiences need to look and feel like they belong with everything else. Your above the line advertising, direct marketing and customer experience all need to say the same things, with the same language, and evidence the same values. A brand that can’t get its messaging together won’t be trusted.

Experiential marketing is a unique opportunity for brands to connect with the public, and leave the right kind of memories with every visitor and customer. Join up the strategy, think about how it feels to interact with your business, and strive to keep a smile on your customers’ faces.

A brief history of experiential and field marketing

Experiential and field marketing mean different things to different people. Real world activations, brand experiences, in-store and on-site installations, not to mention omni-channel, hybrid spaces and more. For us, it’s simply the place where customers meet the brands in person. But where did all this start, and how did we end up here?

Frank Wainwright – editor of Field Marketing and Brand Experience – told us, in humourous fashion: “Experience is all about the real: prostitution, the market stall, and estate agency are probably the beginning and end of invention in our sector!”

Maybe that’s true – but we wanted to know where the discipline started. Who sat down and consciously thought, “I bet demonstrations will help me sell more”? Who proved how and why it works?

Origins of field marketing

The history of field marketing starts in the USA with two products: soap and cars.

In the early twentieth century, Procter and Gamble had already pioneered market research and direct-to-retailer sales. Bringing the results of one and the techniques of the other together was the logical next step – so that’s precisely what P&G did.

The rise of mass media gave P&G a platform to promote their sampling events, and the events gave attendees the chance to try P&G’s latest products first hand, with a discount if they purchased on the day. P&G’s profits went from strength to strength, spurred by innovations like these across the board – and along the way, they became the world’s biggest spender on marketing.

Meanwhile, former sailmaker George P. Johnson could see which way the wind was blowing. Reaching out to the automotive industry, Johnson founded a new company to create promotional events – branded environments at festivals, fairs and other public spaces where the car-curious could have a go behind the wheel.

Between them, these two companies brought field marketing as we know it into business.

Marketing evolution

Experiential marketing has been around for a while, although it was never named as such. In 1924, the first Macy’s Thanksgiving Day Parade was a spectacular experience, featuring live animals from the Central Park Zoo on the streets of New York. Over 250,000 people attended the parade and Macy’s declared it would become an annual event. It’s now the world’s largest parade.

The actual term ‘experiential marketing’ first appears at the turn of the millennium, however, with Bernd Schmitt’s article and book. Schmitt was crystal clear that he hadn’t invented this ‘new form of marketing’. He was merely describing what he saw: a move away from traditional, product-led ‘features and benefits’ marketing, toward experiences like the Macy’s parade.

Miller Beer were ahead of the pack here, turning field marketing into a special occasion: their Blind Date and Taste Challenge events began in the 1970s, bringing field marketing into exclusive concerts and calling rival brands to competitive field tasting events.

The best of experiential

Here and now, experiential marketing is more creative than ever. Think about Uber Ice Cream – the one day a year when Uber drivers deliver ice cream on demand, in 400 cities across the world. It’s a global-scale event, it’s short-term enough that it feels special, and it’s innately shareable – the “oh hey my #UberIceCream just arrived” social media posts write themselves. More than that – it’s 100% on brand, with every visual asset and merchandise item speaking the same language.

The novelty value involved is powerful too. There’s no intrinsic link between ice cream and Uber’s offering, but it works because it’s unusual. Volkswagen’s musical staircase has almost nothing to do with cars, but it’s fun. It’s a purely emotional piece of brand building – something strange and unusual and enjoyable, brought to you by Volkswagen, aligning those feelings and values with the brand name.

Experiential can riff off anything. Refinery29’s tenth-anniversary party became an exhibition – 29 rooms, each sponsored by one of their business partners and each housing an interactive pop culture exhibition that brings Refinery29’s digital personal into real, tactile life. 29Rooms performed so well that it’s become an annual fixture, a media event in its own right.

Why has experiential marketing taken off?

Over the last twenty years, consumer trust in businesses has declined, with good faith transferring to reviews left by other buyers. Technological and cultural shifts around social media and reality TV have changed audience expectations: anything that’s overplanned and company-led feels fake, user-generated content feels real. You only have to look at the rise of the YouTuber and the ‘influencer’ to see this in action.

According to business professor Philip Kotler, the cultural changes have been mirrored by a natural decline in marketing practice. As a company grows, its approach to marketing becomes formulaic, over-researched and over-tuned, lacking the creativity and passion of the early days when grassroots marketing was all it had to work with. Kotler’s solution? Get back to your roots and interact directly with your customers. That’s where experiential marketing comes in.

Deciding to buy something is a complex process, with dozens of factors to weigh in the balance. A free sample – or a demonstration that feels like one – cuts through that mental static, offering direct first-hand data on what this product is like.

People love freebies. Samples boost sales by as much as twenty times – they’re especially powerful because they draw in new customers who want to try before they buy. Most importantly, these direct interactions create a sense of reciprocity: a desire to give something back.

On the more experiential side of the equation, the customer thinks “show me something fun and I’ll tweet about it; retweet me and I’ll buy something.” It feels authentic because the customer’s the one who’s expressing their opinion and getting noticed – they’re not something brewed up by a marketing team. What the marketing team’s done is plan for them, creating an experience and trusting the customer to respond. The basic principle is simple: if you build it, they will come.

Instore experiences for challenger brands

By Andy Youings. 26th April 2018
Instore experiences for challenger brands
Introduction

In recent years there has been an explosion in the variety and number of smaller, challenger brands launched into the UK retail sector. Everything from craft beers, niche health products and artisan snacks can now be purchased in retailers from Tesco to Whole Food Markets. Great news for consumer choice but presents challenges for new entrants looking to use instore experience as a tool to take on established market leaders, often with smaller budgets. Whilst smaller budgets means less has to be more, at Fizz Experience we believe it is still possible for new brands to achieve growth objectives through brand experiences.

For this blog piece, we take a look at:

  • The biggest challenges facing new brands trying to deliver brand experiences
  • The ‘must haves’ for a successful brand experience
  • Our top tips for fledgling brands to create great brand experiences instore.

Challenger brands instore

The biggest challenges for rising stars and creating brand experiences

First, let’s explore the challenges that need to be overcome in order to successfully deliver brand experiences on tighter budgets:

Resource constraints

Whether it’s time, money or people, vital resources are always going to be in shorter supply for new brands. Using existing data to identify geographical customer hotspots, peak selling days and key retail accounts are vital in understanding where these resources should be deployed. Demand patterns will vary from retailer to retailer and it is important that brand experience resource is closely matched to these requirements. Brand owners should ask “where do I need to concentrate the resource to maximise the return?” Existing sales data will often reveal the answers. Exploring your own website analytics and social media followers can also help understand more about where you should focus.

Experience

For the owners of challenger brands, the process of launching a product will take them on a journey into the unknown and may well require skills and expertise they simply don’t have. Working with a specialist supplier who handles your brand with the same level of respect and attention to detail that you would yourself, can remove the stress. This allows you to work on your business, rather than in it! These benefits will often outweigh the costs of outsourcing.

Consumer awareness, trust and loyalty

Being the new kid on the block is hard because no-one knows your name. Instead, consumers prefer to stick with old brands they know and trust. Breaking these long-held loyalties relies on creating an experience that builds awareness and allows your target customers to compare your new offering with established brands. Get it right and you might just surprise them!

Geographical coverage (retail listings)

Securing that first retail listing can feel like a double-edged sword as you try to support instore brand activities such as sampling with a limited resource of the right people in the right locations. Outsourcing to an experienced supplier with UK-wide personnel solves this problem; delivering a skilled resource that can be quickly activated, as and when you need it.

Cash flow

It goes without saying that the phrase “cash is king” is most apt to new brands. Product development, manufacturing and brand design is a costly business. When it comes to marketing your brand to consumers, lots of money has already been invested to it’s important that brand experience returns this investment by driving sales. Consider how you want to ‘tip’ your potential new customers into actually buying your products rather than walking away empty handed. If your product is a more considered purchase, make sure mechanics are in place to remind potential customers next time they shop or when they next need what it is that you offer. Encourage an ongoing relationship following a 1-2-1 experience using social media and other tools.

 

The ‘must-have’ features of brand experience campaigns (regardless of budget)

Having looked at the challenges, it’s also important to consider the elements that make up a successful brand experience. Keeping these front-of-mind will increase the chances of success:

Be consistent

It is important to maintain consistency in order to build trust with consumers. Everything from branding and instore displays through to messaging and pricing must follow pre-defined guidelines. This will develop credibility for your brand as a reliable offering that consumers can quickly identity against the competition.

Be authentic

Is there a great story behind your brand? Perhaps you’re the great story! Communicating an authentic and compelling story will help build a personal connection with consumers and differentiate your brand from competitors.

Empathise with your customers

Consumers love brands they can relate to…and who can relate to them. Make sure you really ‘get under the skin’ of your consumer persona to demonstrate that you empathise. Face-to-face experiences are a great opportunity to speak to customers, conduct market research and listen to feedback to make sure your brand benefits meet your customers’ needs.

Position the brand against competitors

It’s also important to actively position yourself against your competitors in order to stand out. Actively identify your product and brand attributes that offer or tell the consumer something new…and shout about them!

 

Brand experience ‘top tips’ for new/challenger brands

So, here are our top tips for avoiding the most common mistakes made by fledgling brands delivering their own brand experiences at retail. By following these simple guides you can avoid the common pitfalls and deliver a successful campaign:

Grab the consumers attention

Attention grabbing instore displayFor many of us, going shopping can cause an ‘auto-pilot’ switch to activate, meaning we  walk the same path in store, picking up the same products from the same shelves. Look to break this cycle and introduce consumers to your brand by creating a strong visual presence.

Keep it simple

If there’s less resource to say it with, say less! Think about the one thing you want consumers to remember about your brand and build the experience around delivering that message.

Remember its about the senses

The biggest advantage of being in front of your customers is the opportunity to engage all 5 senses…don’t waste it! Ask yourself, how can I make this look, sound, smell, feel and taste as good as possible with the resources I have?

Encourage sharing

A great way of maximising return is to increase the reach of your campaign. Be sure to encourage consumers to share the experience via social media by offering incentives (prizes, rewards, etc.) and platforms (specific #hashtags etc) to do so.

 

The following case illustrates this approach.

RED•RED STEWS CASE STUDY: Product sampling in Whole Foods Markets

Red Red Stews

Fizz worked with new brand Red•Red to launch its range of ‘Super Stews’ in Whole Foods Markets in April 2018. With simple objectives to encourage consumers to sample the product and drive sales, the Fizz sampling team delivered a no-nonsense brand experience. It underlined the products credentials as a healthy, on-the-go food suitable for a range of applications from office lunches and travelling to camping and school lunch.

The campaign closely followed the principles of good instore experiences:

Be consistent

Red•Red have a very clear set of brand guidelines that builds a strong visual identity. Red•Red pots bring lunchtime to life by collaborating with some of the brightest creative talents from London, Lagos and beyond across art, design, fashion and more. This was brought to life instore through the use of simple props in-line with the brand to create a strong visual presentation.

Be authentic

Red Red Stews brand storyThere is a terrific story behind the brand. Inspired by Africa and remixed by London, Red•Red Super Stews were developed through collaborating with innovative, creative partners to celebrate the vibrancy of African culture through food, art, fashion and more. Red•Red comes in 3 variants, all united by a bit of spiciness and a commitment to sharing the energy, diversity and creativity of Africa through mini-meals made with natural, plant-based ingredients.

Empathise

Consumers are looking for quick, exciting food solutions without sacrificing quality. The Red•Red team partnered with celebrated chef and passionate taste explorer Zoe Adjonyoh from Zoe’s Ghana Kitchen. Her delicious recipes were edited down into dry, potted form to make it quick and easy to taste African flavours on the go; all you need is seven minutes, a couple of little stirs and 240ml of boiled water. In addition, consumers care about the impact on the supply chain of the food they buy. The vision for Red•Red is to be a force for good; supporting African growers. The brand has partnered with Farm Africa, an NGO that supports sustainable agriculture programs in eastern Africa, and donating 12p from every pot sold towards their work.

Position against competitors

Unlike other kettle-to-lunch concoctions, Red•Red is vegan and gluten free, made using nothing but plant-based ingredients. Think okra, lentils, red beans and sweet potato, to name but a few. These are made all the more mouthwatering with a combination of bold herbs and spices. Every pot also clocks in at under 300 calories. This allows the brand to differentiate itself against many competitors.

 

Results

Red Red Stews sampling in Whole Foods MarketSampling activity focused on Whole Foods stores in London – allowing Red Red to target busy urban workers looking for a healthy and easy lunch on-the-go. Throughout April, 4 locations saw sampling activity with sales uplifts from initial activity currently at 255%.

Don’t forget, whatever your brand and product, if you’re looking for experts we can help drive your sales through brand experience. Get in touch for a chat to discuss your requirements today by calling 01306 644630 or email fizz@fizzexperience.co.uk

Meet the Chairman

By Andy Youings. 20th March 2018
Meet the Chairman

As well as providing expertise and insight through our regular blog articles, as a people business we feel it’s also important to introduce you to some of the people behind our news and views. And what better place to start than to meet Fizz Experience Chairman, Founder and all-round inspiration, Jill Pinner.  We sat down for coffee and a sandwich and chatted experiential marketing, advice for clients and what makes Fizz Experience special.

We hope you enjoy.

 

When did you first begin your career in Experiential Marketing?

I first joined WDS as an invoice clerk (1998). Before this I had a range of jobs including as a Director of Communications within the wine trade, a beautician, an area manager for a cosmetics brand and a chef!

What first attracted you to the industry? Why did you get into experiential?

Two things really. Firstly was as a consumer, I just really loved the whole concept of ‘try before you buy’. To have this knowledge and experience before you commit to a purchase just seemed to make perfect sense to me. Secondly, it was a ‘eureka’ moment of finding an industry that combined all the skills gained from my previous roles into one. Being able to take my sales, culinary, presentation and people management skills into one industry was amazing. It needed everything I’d learnt up until that point.

How and why did you start/buy the business?

Because of my experience and previous roles I progressed quite rapidly within the company until I was eventually invited to become a director of the business. Then, in 2006 the opportunity to buy the business from the previous owner presented itself and I grabbed it with both hands!

Why is experiential marketing so important for brands and retailers?

The power of experience and try before you buyEssentially it means the public know what they’re getting. It removes all of the guesswork and risk because it’s transparent and honest. There’s an old saying that “people buy from people” and I believe this is 100% true. Experiential marketing provides the opportunity for any brand and product to make that direct, human connection with consumers and this is a powerful thing. Ultimately, this makes for a more trustworthy relationship between brand and consumer.

What’s your top tip(s) for successful campaigns?

  • Be realistic. Experiential marketing is a people business dealing with human beings. Things won’t always go as you expect!
  • Make it fun – both for the consumer and the person delivering the experience.
  • Choose the right people. It’s important to be honest about the product/brand and the audience you are trying to target. This should be reflected in the skills, personality etc. of the brand ambassador. It has to be plausible to be successful.

What’s your favourite memory from your time in experiential marketing?

It’s the people elements. Specifically, watching people who have worked for us make choices to fulfil personal goals and ambitions. Usually we’ve enabled and empowered them to make those choices. Sadly for Fizz, this sometimes results in a member of the team leaving to pursue another path but I still take huge pride in watching them move on to bigger and better things. Aside from this, another favourite memory was winning our first Gold Field Marketing & Brand Experience Award (2012). It was the perfect recognition for all the hard work.

What do you think makes Fizz special?

We are a realistic, honest company…if we don’t think something’s possible, we’ll say. Importantly, we look after our people because they are the frontline of what we do. There’s a phrase that we use internally which I think sums it up perfectly: “Fun Company, Serious Business.”

If you had to describe yourself in three words, what would they be?

Optimistic. Daft. Kind.

Describe the team of people working at Fizz?

Loyal, funny, hardworking. Family!

Proudest moment during your time for Fizz?

Jill with Fizz Brand Ambassador of the Year

It has to be our annual achievement awards event (photo opposite: Jill presenting the 2017 award for Brand Ambassador of the Year to Joanne Blythe) to recognise and celebrate the best people across our business. Being able to reward and acknowledge the finest performances across Fizz just makes me so proud of the people we have.

What are the biggest challenges in the industry at the moment?

Keeping up with technology has to be one of the biggest – especially finding clever ways to combine technology with our services to provide a better return for our clients. Other than this, it’s important to keep it fresh and new. Never get complacent.

Outside of work, what else do you get up to?

Spending time with my grand children and family – laughing and eating, usually! In addition I like to travel, be happy and get scared every now and again.

Talk to us about how we can create great customer experiences for your brand in 2018.

Email: fizz@fizzexperience.co.uk or call 01306 644630.

Food & drink in-store sampling – the benefits to brands and retailers.

For our last blog, we took a detailed look at the health and beauty sector and the in-store customer experience. In particular, how it can help to drive sales and consumer awareness for new and established brands. This week, we explore the benefits to another of our key sectors of expertise; food and drink. For the last 30 years, we have worked extensively across brands in the sector – from smoothies and champagne to curries and crisps (so we know our onions, so to speak). Fizz has helped to deliver measurable benefits through in-store sampling experiences for countless brands. Our activity has also benefited retailers such as John Lewis, Whole Foods Market and Costco Wholesale to increase sales and provide an enjoyable experience for their customers.

If you are a brand or retailer in this sector, there are some important objectives that are key to success. We explore these and demonstrate how in-store experiences can be used to deliver important benefits to your brand.

Brand objectives

To begin with, what are the common goals for brands within the retail environment in order to achieve success with retailers? We could list many but we believe there are four that are crucial for brands to make a success of retail listings:

  • Stand out from the competition. The sector is a hugely crowded marketplace – product USPs (unique selling points) must be clearly stated in order differentiate from others within the category.
  • Build the brand. Engaging consumers in-store can help break long-held consumer loyalties and break consumers of their buying habits.
  • Secure initial and repeat sales. FMCG goods live and die by their ability to not only win new customers but to keep these over a long period of time.
  • Communicate the product proposition. In-store activity forces brands to ‘keep it simple’ and is a good test of the quality of a brands’ proposition. If it can’t be clearly and easily explained in a few minutes the chances are the consumer won’t be able understand and will purchase an alternative product.

Retailer objectives

Whilst retailers have objectives that are unique to its business, there are objectives that are common for in-store experiences such as tasting events and product demonstrations. Each are dependent on the others to be successful:

  • Drive footfall. Increasing the number of shoppers into a store is the first step in growing sales.
  • Increase basket spend. Once a customer is in-store, it’s important to provide a depth of product range and choice that drives basket spend.
  • Deliver a better shopping experience. Consumers have never had greater choice in where and when to shop. Therefore, availability and price are no longer the only considerations; quality of shopping experience also matters.
  • Grow word of mouth. Success still relies on the oldest and most powerful marketing tool there is – word of mouth. Retailers need regular shoppers to recommend to friends and family in order to win increased footfall at competitors’ expense.

How does in-store sampling help?

Throughout our three decades of working alongside brands and retailers, we have witnessed the power of the in-store experience to meet these objectives. Events such as food tastings and product demonstrations achieve this through the following:

  • Encourages consumer trial. By literally taking the brand off the shelves and into the hands of shoppers, it enables shoppers to try new products. This, in turn, allows brands and retailers prove products against established brands.
  • Increases spend. In-store sampling has been proven to deliver sales uplifts of over 250% (which also delivers a measurable return on investment).
  • Influences future purchasing. Shoppers will often make future purchases of products sampled in-store, meaning sales continue after the activity has ended.
  • Consumers love to try before they buy. By delivering an improved shopping experience, retailers will grow footfall and win shopper preference.
  • Builds advocates and awareness.In-store sampling will drive consumers to share these experiences with friends and family. This drives vital word-of-mouth marketing.

The good news – our findings on in-store sampling

Keen to test our experience and observations, in 2017 we conducted a simple exit survey of shoppers at a retail client during a 4 day period of in-store sampling. We asked over 2,000 shoppers:

Findings from shopper exit survey re in-store sampling

The results speak for themselves. In-store sampling saw a majority participation rate (60%). Without it, the products being sampled were far less like to have been purchased without this first-hand experience (88% said they wouldn’t purchase without trying first). Not only this, the majority of participants (58%) were likely to share the experience through word-of-mouth. And for the large majority (87%) it made their shopping experience more enjoyable; increasing the likelihood of remaining a customer. Finally, most shoppers (95%) said that sampling encouraged them to try new products – hugely important for brands.

The conclusion? In-store sampling experiences are both influential and enjoyable for your customers.

 

FOOD & DRINK CASE STUDY: The Food Warehouse in-store sampling

Fizz was approached by Iceland Foods to deliver a fully managed in-store sampling service to support its new retail format, The Food Warehouse. The objective was to grow its sales while continuing to differentiate itself from both the core Iceland brand as well as defend its position against continued competition from other discount food multiples.

At a glance:

  • 11 locations
  • 40 week campaign
  • 1,059 sampling days
  • Fully managed in-store food sampling service.

Food sampling in The Food Warehouse

Results:

Food Warehouse client testimonialThe team at Fizz worked closely with colleagues at The Food Warehouse to make the campaign a success and ensure no negative operational impact on our clients’ employees. Our head office and field personnel paid close attention to every detail to deliver a team of skilled and qualified food sampling experts to deliver a service to meet and exceed the objectives set. Whilst we can’t share the specifics of our clients sales uplifts and incremental sales, the results delivered by the campaign were met with the following feedback from our client.

 

And remember, it’s not just food and drink we’re experienced in. Visit our case study pages for other examples across health, beauty, technology and more. For more information call 01306 644630 or email fizz@fizzexperience.co.uk

 

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