Measuring the results of experiential and field marketing

Testing and measuring are key components of a successful marketing strategy. Stats and metrics prove return on investment to your business leaders, and learning from the last campaign is how you improve the next one.

Certain marketing efforts can be difficult to track, and experiential is definitely among them. It’s easy for marketers to get lost, trying to measure everything, or drowning in a sea of vanity metrics – none of which directly address your key aims.

That’s not to say you shouldn’t report, quite the opposite. But it does mean you should spend time on getting your reports right.

Here’s how we monitor the performance of our experiential marketing.

Start with the key goals

The first thing to establish is why you’re doing this. Not in an existential crisis kind of a way – more establishing the strategic goal or goals for your campaign.

Is your goal to attract new sales in a certain store or area? Is it to increase repeat purchases in a certain store area? Is it simply to raise awareness of your brand?

Once you have decided on your key goal, then you need to set metrics against that goal.

If the goal is brand awareness, you might be interested in tracking new social media follows, new website visits, brand mentions, event attendance and email signups. They’re the evidence that people are paying attention, i.e. that you’re meeting the goal you set.

If repeat business is the goal, you should track the amount of sales from existing customers in an existing store, and not let yourself be sidetracked by the social mentions.

The most simple goals for our clients are:

  • sales (in one form or another)
  • brand awareness
  • lead generation (with signups for future contact as the key metric)
  • new product trialling (with direct satisfaction and feedback tracking built into the process)

To track where a brand stands, in terms of competition and relationship strength with retailers, demands cross-referencing a wider range of variables:

  • activity and sales by product line
  • previous sales reports
  • cost per demo
  • sales uplift

In addition, field and experiential marketing are best tracked by location and schedule. If one store’s performing particularly well, or one aspect of your experience is outshining all others you’ll be able to highlight that performance and investigate what they’re doing differently.

Set up a process

Once your goals and metrics are made clear, you’ll need to set up a process that will continuously monitor, analyse and refine these goals. This will likely involve marketing dashboards for the different members of your marketing team, showing the key performance indicators – the metrics you identified at first, the sources from which you’re drawing your data, and a way to visualise performance so it can be understood at a glance. You’ll also need regular meetings to discuss findings, trace underperforming elements of your campaign to their causes, and make the strategic changes you need.

The important thing to remember here is that you can’t measure everything. The feelings people have when experiencing the brand, the impact, the long lasting impression – these are important aims of all marketing, but they can’t be measured in purely quantitative terms.

We can track what a particular customer has seen, how long they’ve lingered, what they did next – but to get the qualitative feedback on why they made those choices, you need to ask customers. It’s possible to build the feedback into the experience – the happy/neutral/sad response buttons you see at airports are a basic assessment of how people are feeling at a given moment – but to get at the why needs a discussion.

That’s why it’s important for brands to position themselves so they can manage these non-quantifiable factors. Fond memories mean positive feelings, and positive feelings mean profits. Guaranteeing those positive outcomes demands great strategy and, importantly, great execution.

Do you know what marketing efforts are working and what aren’t? If not, you need to reassess your goals and set up systems to monitor your performance against those goals.

To see how we generate winning results for brands, check out our case studies here.

Why your experiential marketing efforts need to activate all 5 senses

In the modern consumer environment, it is more difficult than ever to grab audiences’ attention and make a lasting impression. This challenge is no more apparent than in experiential marketing.

It’s not that attention spans are declining, as such. It’s been widely reported that the average attention span is down from 12 seconds in the year 2000 to eight seconds now. But these stats aren’t entirely verifiable. There isn’t an ‘average attention span’ to begin with. Attention, it turns out, is task-dependent. How much we focus on something depends on how demanding that something is.

Listening to a lecture or watching a film are passive activities that only involve one or two senses, so their creators need to make them more demanding. That’s why faster, busier slides and shorter shot lengths have become popular in recent years. Likewise, social media isn’t making attention spans shorter – it’s just well constructed, presenting low-demand micro-tasks that deliver rewarding dopamine hits in quick succession.

In other words, it’s not that we’re paying less attention – it’s that the science of attention is better understood, and creators are better able to deliver engaging experiences.

Experiential marketing is well positioned to make the most of this latest research. It can activate and engage all five senses, compared to only one or two in conventional marketing activities. When done well, this means people focus more and for longer, and become more receptive to messaging. Fit them all together well and you can create an attention-grabbing, memory-making marketing experience.

Sight

Sight is the dominant human sense: the one we rely on most to navigate and understand the world. We say “I see what you mean”, “things to see” and “seeing is believing” for a reason. Sight’s the initial hook, the first sense your field marketing will activate, opening up the customer for the rest of the show.

Activating sight is all about providing cues, standing out from the visual noise around you. Do you use photography on the stand – and if so, how do your images disrupt the surrounding environment? This doesn’t mean being bold and clashing – sometimes a restful, natural image amongst the chaos of branding and packaging can catch the eye.

Colour vocabulary is a factor: the colours you choose either present positive or negative statements about your brand and business. Emotional, extroverted yellows are powerful for creative businesses, but if your selling point is knowledge and rationality, intellectual blues will serve you better.

Finally, think about location and shareability. People see things and they want to share them – the easiest social media activity is the quick snap or selfie that’s on Twitter or Instagram in seconds. Look for ways to frame those shots – angles from which to approach your stand or event that cry out for a photo.

Sound

While sight is a trigger for understanding, sound is a trigger for memory. The hippocampus – the part of the brain which recalls episodic events in our lives – uses sound triggers to contextualise and sort those memories.

Music is especially powerful here: drawing on the familiarity of songs and their cultural associations is one of the oldest and most potent tools in the advertiser’s box. Songs can be recalled involuntarily, suggesting this familiarity is a two-way street: the sight of a brand triggers the memory of its music and advertising, evoking an existing relationship between brand and customer.

five senses garden Israel Holon

Senses and sensibility: The five senses garden in Holon, Israel

If you have the luxury of an installation – a space to call your own for the duration of your event – this is a powerful way to build focus. In-store events have to stay quieter, but there’s nothing to say you can’t alter the soundscape around your stand in a more subtle way.

Sound also alters the effectiveness of our other senses. Research from Oxford University indicates that higher musical notes are associated with sweet tastes and lower ones with bitter.  So, if you’re running a field tasting session, curating the soundscape is vital – a gentle musical cue on the edge of hearing makes sure people hear things that bring out the right flavours.

Smell and taste

Smell is the basis for our most significant memories. Our early smell experiences create associations with events, which come to mind when we encounter the smell again. The ability to smell different things is dependent on our early experiences, and it takes time for us to overcome this early conditioning and learn to smell different things

Long-term scent memories also modify how other odours are perceived. That’s the scientific basis for ‘acquired tastes’: repeated sensory experience with a flavour or aroma changing our attitudes towards it.

Smell and taste are part of the same system, and what appeals to one is drawing on the other. Scents prime visitors for a taste experience – and the simple change in what can be smelled around a retail or exhibition space suggests that visitors are about to experience something different. It’s the same principle as the signature fragrances in hotel air conditioning, or the use of fresh bread smells to attract customers into a location.

Touch

Sight may be our dominant sense, but touch is the first one we develop, and it’s the sense which communicates compassion and interest – that’s why shaking hands is a powerful introduction.

Touch also makes experiences concrete: VR didn’t feel real until haptic feedback was introduced, appealing to the sense of touch to give some weight and presence to what users saw and heard.

If you can offer something hands-on that’s relevant to your brand, do so: it’ll ground everything else you’re offering in something concrete. Think about what visitors can do with their hands. Touchscreens to hand over their data, if you’re collecting it. Interesting packaging that they want to handle: an opportunity to touch the merchandise is unusual and attractive. On a more subtle level, consider the ambient temperature – if your stand’s a cooler place on a hot day, the immediate refreshment creates a positive sensation of relief.

Why does all this matter?

At the bottom line, we’re trying to create a positive, memorable experience.

The senses have a direct impact on our memory. Smells are the foundation of our preferences; sounds tie our experiences together; sight is how we make sense of the world, and touch is what makes our experiences feel real. Get all that right, and you can’t help but leave a great taste in customer’s mouths. By delivering the complete five-sense package, we leave lasting impressions with consumers – and those are vital for brand loyalty.

That’s how we do what we do. To find out how well we do it, take a look here.

 

Image credit:

Wikimedia Commons (CC), Senses garden in Holon

 

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