Thursday, August 30, 2012

This article reviews how the manufacturer 'customizes' a product to reflect the cultural preferences based on geography

What's Selling Where? | Oreo cookies

The Oreo cookie, can be found in more than 100 countries. Some countries feature exotic flavors tailored to their culture's tastes, like green tea ice cream or dulce de leche. Sanette Tanaka has details on Lunch Break. Photo: Laura Gardner for The Wall Street Journal; styling by Anne Cardenas.
Oreo, which celebrated its 100th birthday this year, is currently the best-selling cookie in the world. The classic black-and-white cookie is still the most popular, especially in the U.S., but many exotic flavors can be found in more than 100 countries. Sheeba Philip, global brand director for Oreo, made by the Nabisco unit of Kraft Foods Inc., explains how the original cream-filled chocolate cookie is tweaked for a local market.

Exotic Oreos From Around the World

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Reuters

Oreo cookie molds in a laboratory at a Kraft Foods factory in Suzhou, Jiangsu province, 

China

Green tea ice cream

Since parts of China can reach temperatures well over 100 degrees, Ms. Philip says, this popular cookie in China combines a local flavor with a cool treat. The cookie evokes eating ice cream by featuring a cooling sensation in the cream.
Price: 5.8 Chinese yuan (91 cents) for nine cookies.
China

Fruit duos

Fruit flavors are very popular in Asia, says Ms. Philip, hence, an Oreo with raspberry and blueberry cream in one cookie. Side-by-side flavors add "a little bit of playfulness" by inviting consumers to twist the cookie and swirl the two fruits together, she says. The double-fruit-cream cookie also comes in orange and mango, as well as peach and grape.
Price: 5.8 Chinese yuan (91 cents) for nine cookies

Argentina

Dulce de leche/banana

Dulce de leche, a creamy caramelized milk spread, is popular in South America and the flavor is associated with ice cream, desserts and cookies, Ms. Philip says. Banana and dulce de leche is also a common pairing, making this cookie popular in Argentina. "People put both those toppings on ice cream," she says.
Price: 4.68 Argentine pesos ($1.01) for 12 cookies.

Mexico

Trio chocolate

The cookie offers three combinations of natural and bitter cocoas, including a cocoa cream filling. One wafer looks as dark as the classic Oreo cookie, but is sweeter. The cookie, which capitalizes on Mexico's penchant for cocoa and chocolate, is a favorite in that country.
Price: 5.90 Mexican pesos (44 cents) for eight cookies.

This article reviews how successful companies have captured the millennial generation.

The Millennial Appeal of Google, Under Armour & Trader Joe’s

Posted on the 18 February, 2010 at 3:09 am Written by in Blog, Gen Y, Millennial Brands, Millennial Values
It would be hard to find three more different brands in three more diverse categories than Google, Under Armour and Trader Joe’s.  Yet each appeals strongly to Gen Y.
Google: According to blogger, Sam McRoberts, aka Samantics, Google is the ‘Millennial deity’. “While search engines in general have had a major impact, Google is very nearly the deity of Gen Y. They are dedicated to providing as much information and tools as possible, absolutely free. Sure, they charge for some things, but they have done more to bring down the cost of music, news, movies, games, and data in general than any other company.

Under Armour: Under Armour is the brand my students pick most consistently for their semester marketing projects.  According to Gen Y blogger, Greg Rollett,those that play (or played) high school sports, or college for that matter, know that the majority of players choose Under Armour as their performance wear.”
Trader Joe’s: Trader Joe’s was one of the 15 brands named by Outlaw Consulting’s trendsetter panel as being loved precisely because they do not fit the conventions of being hip. Like Napoleon Dynamite, it is an unapologetically “dorky alternative to cool”. Other brands that fit this description? In N’ Out Burger and Jet Blue.

What makes their appeal even more remarkable is that they have accomplished it by rejecting the usual trappings of big brand marketing.

None of these big brands has a significant advertising presence. All of them are famous for not behaving like, well, a ‘big brand’. What characteristics do these three brands share that can help marketers understand what gives a brand “Millennial Appeal”?
For starters, there are qualities all three are not!
  • They are not known for their overt sexiness. Is there anything less sexy than a search engine, a Hawaiian shirt or a hoodie?
  • They are not known for Apple-like bleeding edge design. Trader Joe’s signs and web site have a homely, handmade appearance. Google’s simple home page has been more or less the same since day one.
  • They do not have an irreverent attitude. None of these brands are known for their youthful sass.
In each case the foundation of the appeal lies more in who they are, and how they deliver value rather than what they do or their clever youthful take on marketing. Here are three qualities they all share:

1.  They Are All ‘Trailblazers’.

All three brands creatively tried to do something that had not been done before. And each continues to go its own way, with little acknowledgement that they even have competition. They are originals, with a one of a kind identity. Millennials resonate with this go-your-own-way individualism. They do not feel a need to respect tradition. Here’s Sam McRoberts again:
“We detest mindless tradition. If you want us to do something, you better have a very good reason, not to mention the good sense to get out of our way and let us innovate and improve the process…”just because” doesn’t work for us, and neither does inefficiency.We epitomize creativity.”

2. They All Exhibit a Low Key Style of Marketing

Google just ran its first television commercial in the 2010 Super Bowl. Until now, it has relied almost entirely on word of mouth to support its consumer-facing and largely free services.
Likewise Trader Joe’s does little advertising and sells nothing online. It’s web site is purely informational.
Under Armour relies heavily on product placement for publicity. Despite its presence on the athletic apparel at the Olympics, it is not running Olympics-themed advertising.
The absence of overt marketing serves to heighten credibility with Gen Y. According to Outlaw’s Strategic Analyst, Holly Brickley,Generation Y trendsetters are more drawn to brands that speak to them in a straightforward and stripped-down way, use plain packaging, and avoid excess,and stripped-down way, use plain packaging, and avoid excess.”  Not shouting their message allows Gen Y to feel as if they discovered the brand on their own, enhancing their sense of ‘ownership’.  Discovery is a key part of the appeal of each of these brands.

3. They All Have Strong Gen Y ‘Lifestyle Relevance’

While each brand has a pedestrian side (sports apparel, non-branded groceries, search engine), each transcends its category and has come to symbolize a way of life and a system of values that resonates with Millennials. These brands’ values are strongly aligned with Millennial values of simplicity and appreciation for the ‘non-corporate’.
Google famously strives to ‘do no evil’.  Its services make life easier and more efficient, a core Gen Y value. What’s more, Google provides its services free of charge.
Trader Joe’s web site talks about itself as ‘your neighborhood grocery store. It emphasizes that its products are ‘unbranded’, ‘unconventional’ and ‘a shopping adventure’. It has a designated person in every store to handle charitable donations.
At Trader Joe’s, you won’t find a lot of branded items. Instead, you’ll find unconventional and interesting products in the Trader Joe’s label as well as everyday basics. We buy products we think are winners and that’ll find a following among our customers. Sometimes it’s a product we intend to stock as long as it sells well; and sometimes we buy a product which is in limited supply, sell through it, and you won’t find it again. It’s all part of the shopping adventure at Trader Joe’s.”
Under Armour relied on the authenticity of real players wearing its products from its earliest days. According to Business Week, Kevin Plank, UA’s young founder spent four years tireless pitching his product to college and NFL teams.
“We convinced these big tough football players to start wearing tight-fitting synthetic shirts, which was completely new and different,” he says. In addition to stars such as Jeff George, Jerry Rice, and Plank’s Maryland teammate Frank Wycheck, big names in other sports, such as pitcher Roger Clemens, became Under Armour fans. The pros’ acceptance brings Under Armour an authenticity that advertising alone can’t create.”
Other brands with similar bases for appeal among Millennials include Zappos, Jet Blue, In N’ Out Burger, Red Bull, Target, Vitamin Water, and more.  All of these brands rely less on advertising — network or viral — and more on their innate authenticity to connect with Gen Y.  They don’t do things ‘by the big brand book’ and ironically that is their secret to becoming big brands.

The lessons of these three brands? Becoming ‘big’ with Gen Y is more about restraint than overt action. By avoiding many of the trappings of a mainstream brand, they become mainstream. This may be the ultimate paradox of Millennial Marketing.

Wednesday, August 29, 2012

This article focuses on the use of social media apps to enhance the retail shopping experience.

Retailers introduce indoor navigation in apps


Shoppers have a new compass to help them navigate the American retail jungle — their phone
Walmart recently added a feature in its mobile app that displays the aisle number of its entire inventory. Later this year, it plans to broaden the experiment by adding floor maps.

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Big-box retailers are developing indoor navigation tools to help shoppers find what they want. Some, including Target and Walgreens, have stored floor layout plans in smartphone apps. Walmart and Home Depot apps now can display aisle numbers for searched items.
In a store, "I can talk to an associate, but I can't search for a two-sided tape," says Gibu Thomas, Walmart head of mobile and digital. "Mobile brings the (online store) to the store."
Within two weeks of Walmart's May launch of the "In-Store" mode in its app, about 15% of page views were from shoppers in stores.
Retailers traditionally were reluctant, for competitive reasons, to release detailed merchandising data. But with mobile apps becoming a key sales channel, they've begun adding coupons, prices, store hours and bar code scanners.
Now they're betting that item locators will help customers shop more efficiently and, as a result, buy more. About 20% of retail sales are lost because shoppers can't find items, estimates Nathan Pettyjohn, CEO of Aisle411, an app with 9,000 store maps. A locator also can attract customers who need only an item or two and would avoid a big-box store, lest they waste time.
Nudging customers to share what they buy also gives retailers data for merchandising, inventory control and personalized deals.
Some efforts underway:
Walgreens. The chain partnered with Aisle411 to list store layouts in the Aisle411 app. Customers can make shopping lists and the items are spotted on their store's map. Next month, Walgreens will embed the feature in its own app, says Abhi Dhar, chief technology officer.
Walmart. In May, Walmart's app began showing the aisle number for a majority of items. And this year it is expanding last year's Black Friday test of paper store maps locating popular items to add digital maps for Black Friday in the app.
Home Depot. With about 40,000 items in its stores, finding them is a common complaint at the home-improvement chain, says Matt Jones, manager of mobile. Last year, it added to its app store maps and aisle numbers of searched items. It hopes to locate items more specifically, but with so many items, accuracy and consistency from store to store is "a big challenge," he says.
Start-ups. Several start-ups are pursuing item-locator technology to be used independently or licensed by retailers. Aislefinder collects aisle locations by calling stores individually and has about 5,300 stores in its app. Meijer, a retail chain in the Midwest, uses technology from Point Inside that shows the location of items on a map.

This article discusses a new promotion for an iconic brand.

Campbell channels Andy Warhol for new cans
CANDICE CHOI
The Associated Press

Mel Evans
In this photograph taken Aug. 24, 2012, new limited edition Campbell's tomato soup cans with art and sayings by artist Andy Warhol are displayed in front of an original Warhol Pop Art painting from the 1960's in the boardroom at Campbell Soup Company in Camden, N.J. Campbell plans to introduce the special-edition cans of its condensed tomato soup bearing labels reminiscent of the pop artist's paintings at Target stores starting Sunday, Sept. 2, 2012. (Photo/Mel Evans)
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CAMDEN, N.J. - Campbell Soup is tapping Andy Warhol for another 15 minutes of fame.
The world's biggest soup maker plans to introduce special-edition cans of its condensed tomato soup bearing labels reminiscent of the pop artist's paintings at Target stores starting Sunday. The 1.2 million cans will cost 75 cents each.
The Campbell Soup Co.'s embrace of Warhol's iconic imagery is a switch from its initial reaction, when the company considered taking legal action before deciding to see how the paintings were received by the public.
"There's some evidence to show there was a little bit of concern," said Jonathon Thorn, an archivist for Campbell Soup. "But they decided to take a wait-and-see approach."
By 1964, however, the company realized the paintings were becoming a phenomenon and embraced the depictions. Campbell's marketing manager even sent Warhol a letter expressing admiration for his work.
"I have since learned that you like Tomato Soup," William MacFarland wrote in the letter. "I am taking the liberty of having a couple cases of our Tomato Soup delivered to you."
Later that same year, Campbell commissioned Warhol to do a painting of a can of Campbell's tomato soup as a gift for its retiring board chairman, Oliver G. Willits; Warhol was paid $2,000 for the work. Campbell also invited the artist to visit its headquarters in Camden, N.J., although Thorn said there's no indication a visit ever took place.
There was no contact after that until 1985, when the company commissioned Warhol to paint packages of its new dry soup mixes for advertisements. Warhol died about two years later.
In 1993, the company bought a Warhol painting of one of its tomato soup cans to hang in its boardroom of its headquarters. The company also has a licensing agreement with the Warhol estate to sell clothing, magnets and other gear, mostly overseas, bearing the artist's renditions.
Campbell has sold Warhol-inspired cans on two other occasions, although on much smaller scales. In 2004, the company sold 75,000 four-packs of Warhol-inspired cans at Giant Eagle, a Pittsburgh-based supermarket operator. During the holiday season in 2006, the company sold 12,000 units at Barney's in New York.
The latest promotion comes as Campbell looks to turn around its struggling soup business after years of declining sales; the company plans to introduce dozens of new products this year.
The cans to be sold at Target will come in four color schemes, with famed Warhol quote such as "In the future everybody will be world famous for 15 minutes."
The red-and-white Campbell label made its debut in 1898. Significant changes to the front of the can have been made only a handful of times since then.

Tuesday, August 28, 2012

Shopping hauls: A bargain video genre on the rise

Retailers, malls see shopping haul clips' appeal
August 26, 2012 12:24 am
Dena Miller creates fashion and make-up "haul" videos and publishes them on YouTube. Miller said she wants to share her shopping bargains with women who don''t have large incomes. "You don''t have to spend a lot of money to look good and I want to share that," she said.
  • Dena Miller creates fashion and make-up "haul" videos and publishes them on YouTube.  Miller said she wants to share her shopping bargains with women who don''t have large incomes. "You don''t have to spend a lot of money to look good and I want to share that," she said.
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Bring on the family cat aimlessly walking in front of the camera. The accidental armpit shots. A doorbell ringing and forcing a timeout.
A script? That sounds suspiciously professional.
Shopping haul videos -- short, unpolished films posted online by customers eager to share the deals and products they've picked up anywhere from department stores to thrift shops -- are having their moment. Google calculates there were 150,000 on YouTube in 2010 and now there are almost 600,000, with 35,000 loaded in the last month alone.
Two young queens of the genre -- the Fowler sisters, Elle, 24, and Blair, 18 -- each have built up a following of hundreds of thousands of fans of their beauty and fashion videos in the last few years. Now they are working to promote their book coming out next month. It's reportedly a fictional account of two sisters who become famous after their videos get popular on YouTube.
"I love her. I watch her," said Dena K. Miller about Blair Fowler. The Ambridge resident likes Elle Fowler, too.
Ms. Miller doesn't expect to become the next shopping haul video star, but she would like to collect a steady income from her online projects. She works in marketing, sings in a band, sells items she makes on craft sale website Etsy and posts her own videos, ranging from tips on nail polish to sharing her excitement over a travel bag found at Marshall's and then matched with accessories from Rite-Aid.
"I want to be helpful to people, and I want to get my information out there," said Ms. Miller, who also uses Facebook and Twitter, and has a blog on blogspot.com to promote her various projects, including The Sidewinder Band for which she sings lead vocal.
Retailers and shopping centers see the potential.
In May, San Francisco online retailer ModCloth ran a contest asking customers to show off their best pieces in a YouTube video and drew 24 entries for the chance to win a $100 gift certificate. The Mall at Robinson is participating in a contest in which shoppers post videos showing an outfit they've created. Finalists will move on to the national round.
Data collected by Google and digital research firm Compete seem to indicate such videos do drive sales. The research, collected in online surveys and released in July, found 4 in 10 of those polled visited stores or retail websites as a result of watching apparel videos. In addition, 28 percent who use online video to check out clothing spent more than $500 on apparel in the past six months. Those surveyed who were between 18 and 34 years old were more than two times as likely to use video to help inform their decisions on which companies to buy from, according to Google's summary of the data.
The back-to-school shopping season tends to be a peak for checking out haul videos. Google reports searches for the term "back to school" on YouTube are up 23 percent from last year. Searches for "haul" video on YouTube are up 63 percent.
"We're past the point of trying to convince people that online video is valuable," said Todd Pollak, industry director, retail for Mountain View, Calif.-based Google. Now the search company is trying to build demand for its tools helping potential advertisers get in front of the viewers.
Every clip in which a cheerful teen raves about her cute dress from rue21, the fun eye shadow from Wal-Mart or the American Eagle Outfitters jeans that fit great could potentially drive sales -- but it's not exactly something that companies can put into the marketing plan six months out.
More than a few videos seem to be spur-of-the-moment projects, starting out with a girl in a poorly lit room looking into a webcam and saying something along the lines of, "This is my first haul video ..."
That raw honesty is part of the appeal.
"It's accessible. It's not some celebrity that's up on a video," Mr. Pollak said. "These are people that you could go to high school with."
Some marketers have gone the route of trying to nurture the creation of more such clips, like the contests that ModCloth and the Mall at Robinson became involved in.
One common way to piggyback onto the trend is using tracking systems that determine which videos are being watched a lot. Then, if the maker of the haul video makes the piece available to be monetized, viewers may see a slick commercial before getting to the less polished clip on how to create the perfect smoky eye.
Kandee Johnson, another shopping haul celebrity, is such a draw that even a video about coping with the death of her father in a car accident in June was preceded by an ad for Suave Professional hair care products.
Video producers are paid based on how many viewers watch a significant portion of the ad.
Sometimes companies send products to haul video producers in hopes they'll talk about the merchandise. There's pressure for producers who want to be credible to disclose any such connections or if they receive pay in some form.
"We've had our eyes on the haul video trend and have seen traffic coming from these kinds of videos, but aren't currently advertising with any," said Aire Plichta, fashion press specialist with ModCloth, which was founded in Pittsburgh and still has operations here.
The Mall at Robinson hasn't paid shoppers for haul videos yet, said Shema Krinsky, marketing director at the regional shopping center, but she added that the mall is following the development closely. "Trends suggest that ... keeping the videos unedited is what authenticates the experience in social media, rather than whether or not the shopper was paid or asked to produce the video."
Ms. Miller, in Ambridge, said she isn't making money with her videos, which she has shot in various rooms in her house and around Pittsburgh using a Nikon Coolpix camera. She'd eventually like to buy a camera designed more for video.
Her following is small; she has a little more than 200 likes on Facebook and 54 official followers on YouTube, although people don't need to subscribe to see her stuff. She recently offered a prize to her viewers, giving away an e.l.f lip plumper.
But she's had a setback on the monetization front in the last couple of months. Ms. Miller said Google notified her that she'd violated a rule involving viewing her own videos -- she said she watches them regularly to try to learn how to improve -- and wasn't eligible anymore for the ad program.
A Google spokesperson responded to a query with the statement, "We can't comment on specific partner accounts, but there is an appeals process and we do re-instate accounts on a case-by-case basis."
Ms. Miller, who sometimes listens to online videos in the background as she does chores around the house, isn't giving up. While she's hoping her status with Google will change, for now she's committed to trying to post at least one video a week and building her presence throughout all the different sites for social networking.
"I'm having such a great time doing it."
For a video by Dena K. Miller of Ambridge, go to www.youtube.com/watch?v=UexkMtpxfFQ&feature=autoshare
Kandee Johnson's shopping haul videos are at www.youtube.com/user/kandeejohnson
The Fowler sisters' website is http://elleandblair.com/

Read more: http://www.post-gazette.com/stories/business/news/shopping-hauls-a-bargain-video-genre-on-the-rise-650571/#ixzz24rLrhfWA

Forrester: 'Connected Traditionalists' Show Most Growth Potential

by Sarah Mahoney, Tuesday, August 28, 2012 11:11 AM
Looks like retailers should spend a little less time thinking about those avid, tablet-frenzied mobile shoppers, and more time focusing on slightly more mainstream targets.
A new report from Forrester, based on 4,500 adults, delineates device use among three types of shoppers: “Super Buyers,” those who are highly connected and fiercely shopping off both tablets and phones, and account for 17% of the population; “Connected Traditionalists” who make up about 25% of the population and do most of their shopping either by computer or in physical stores; and plain old Traditionalists, the 59% who do most of their shopping in stores. 
Of the three, the report finds, Connected Traditionalists offer the greatest room for growth. “The relative size of this segment will grow over time and steal share from Traditionalist shoppers as the uptake of smartphones and tablets continues to expand to the general population, and digital channels become a ubiquitous part of the shopping process,” writes Gina Sverdlov, consumer insights analyst. “They are also the most receptive to advertising, and most likely to share positive shopping experiences with others.”
Turns out shopping preferences have little to do with actual connectivity. For example, Traditionalists, who do shop online, are the group most likely to own a computer or a laptop. And Connected Traditionalists are virtually just as likely as Super Buyers to have tablets and smartphones. Instead, it has to do with consumer preferences, brand loyalties and habits. 
Super Buyers, for example, may be the youngest (with an average age of 34 and average income of $88,900) and the most tech-focused (33% own a tablet, and 30% have an Internet-connected TV) , but they are also the most likely to shop via such old-school channels as print catalogs and infomercials. And, while a quarter of the tablet owners say they carry them everywhere, they are also the group most likely to be making impulse buys in physical stores. (Some 22% say they are doing so more than they did a year ago, compared with just 3% of the other two groups.) They are more brand loyal, and less price sensitive.
The Connected Traditionalist, the most affluent with a household income of $93,000, is just as likely to own a tablet or smartphone. But “only 13% say it’s likely that they will shop using the mobile Internet in the next three to six months, compared with 40% of Super Buyers; just 22% say it’s likely they will shop on their tablet on a website, compared with 42% of Super Buyers,” the report says. 
 Bonus: They are the group least likely to hate marketers’ ads, with just 47% describing ads as annoying and intrusive, compared to more than 50% of other two groups
Traditionalists are the oldest group, with an average age of 49, and the least affluent, with a household income of $72,500. While they are the least likely to shop on a portable device, even if they own one, 
“about half say they are likely to buy something online on a computer in the next three to six months.” And when they do, they are the most likely to expect a seamless experience between store and online shopping.

This article identifies the use of 'crowd sourcing' to make business decisions

Duane Reade Asks New Yorkers to Decide Which Stores Will Switch to Electric Trucks

By | August 27th, 2012 0 Comments
 new york city new york mission electric electric trucks electric cars duane reade Businesses are warming up to the idea of crowdsourcing more and more to help them become more sustainable. Unilever asked for ideas about sustainable showering, Heineken looked for some help in designing a greener six pack, and now Duane Reade is asking the public to help it decide which of its stores in New York City will switch to electric trucks. It’s true that participants don’t need to contribute their creativity to the decision-making process, in this case, but this time they’re getting an opportunity to make an impact not only on the company, but also on their own neighborhood.
This initiative is a result of collaboration between Mission Electric, a partnership among non-profits and the mayor’s offices of Boston, Philadelphia, and New York City to educate and engage the public around electric vehicles and Duane Reade, which is looking to switch 25 percent of its fleet to electric trucks over the next year. The company has already selected five stores in New York City to serve with e-trucks, and now is asking the public to vote (on Mission Electric’s website) which two additional stores in the Big Apple will be going completely electric.
It all started with the vision of electric cars as part of a cleaner future, which Mission Electric works to promote among the residents of New York. “While we are fans of electric vehicles, our goal is not to sell cars, but to give the public a right to choose and participate in the future of urban transportation. If we can get this right with cars, imagine what else we as citizens can do,” Asaf Selinger, project manager at Mission Electric told me.
“In our partnership with Duane Reade we are getting New Yorkers to rethink the way their goods get transported to the store. We all complain about pollution and noise, and here we’re actually giving residents a solution that they can decide on. Every year each of these electric trucks will save 16,000 gallons of diesel, that’s 224,000 gallons,” he added.
And what about Duane Reade? To learn more about their perspective on the campaign, I got in touch with Michael Fowles, Fleet Manager at Duane Reade.
TriplePundit: What benefits do you hope to gain from purchasing 14 electric trucks?
Michael Fowels: In addition to being employees of Duane Reade/Walgreens, we are also residents of NYC. As such, we want to contribute to the livability of the New York Metropolitan area by reducing our carbon footprint, noise, congestion, and pollution that result from a traditional delivery. Our electric trucks are noise free, emission free, and allow us to deliver opportunistically to reduce congestion.
3p: What feedback do you get from your truck drivers? Do they like the shift to electric cars?
MF: Our drivers were initially skeptical about the electric trucks, but virtually all have now embraced them and many prefer to drive the electric trucks over their diesel counterparts. The drivers indicate they are more alert when driving and more relaxed at the end of the shift due to less truck vibration and virtually no noise, in comparison to the diesel vehicles in our fleet.
3p: Do you have plans to replace the rest of your fleet to electric cars in the near future?
MF: We are interested in continuing to explore expanding our fleet as we address current limitations of the electric trucks such as time required to charge, driving range between charges and cost.
3p: What about your customers – do you receive any feedback from them? Do you think they care about it?
MF: Our customers who understand or take the time to learn about our environmental initiatives are usually always impressed and complimentary. Our drivers have commented on unsolicited positive feedback they’ve received from complete strangers about the electric trucks. I really like to observe the reaction of people when they can see what the truck can do without an internal combustion engine – it’s pretty amazing!
 3p: How do you promote the campaign online and in the stores?
MF: We have ongoing Mission Electric/Duane Reade “Truck Challenge” in-store signage in addition to digital support on the Duane Reade corporate website and continuous social content syndication via Duane Reade Facebook/Twitter and the Duane Reade VIP Blogger Team.
TP: Finally, is Duane Reade taking more steps to reduce its environmental impacts?
3p: Our new and renovated stores feature 95-98 percent low-heat LED lighting, translating to approximately 40 percent less power consumption each year, eliminating the high-energy output air-conditioning units that were once required to mitigate the excessive heat produced by traditional light sources. In these same stores, Duane Reade has also incorporated Polyflor flooring, which is produced by using 30 percent less water than most other commercial surfaces. It requires little maintenance and cleaning, while presenting an average life span of 20 to 25 years, thereby significantly reducing energy consumption and carbon dioxide emissions.
If you want to participate in the campaign, you can vote for a location until September 2nd at http://nyc.missionelectric.org/

Monday, August 27, 2012

China Confronts Mounting Piles of Unsold Goods

GUANGZHOU, China — After three decades of torrid growth, China is encountering an unfamiliar problem with its newly struggling economy: a huge buildup of unsold goods that is cluttering shop floors, clogging car dealerships and filling factory warehouses.
The glut of everything from steel and household appliances to cars and apartments is hampering China’s efforts to emerge from a sharp economic slowdown. It has also produced a series of price wars and has led manufacturers to redouble efforts to export what they cannot sell at home.
The severity of China’s inventory overhang has been carefully masked by the blocking or adjusting of economic data by the Chinese government — all part of an effort to prop up confidence in the economy among business managers and investors.
But the main nongovernment survey of manufacturers in China showed on Thursday that inventories of finished goods rose much faster in August than in any month since the survey began in April 2004. The previous record for rising inventories, according to the HSBC/Markit survey, had been set in June. May and July also showed increases.
“Across the manufacturing industries we look at, people were expecting more sales over the summer, and it just didn’t happen,” said Anne Stevenson-Yang, the research director for J Capital Research, an economic analysis firm in Hong Kong. With inventories extremely high and factories now cutting production, she added, “Things are kind of crawling to a halt.”
Problems in China give some economists nightmares in which, in the worst case, the United States and much of the world slip back into recession as the Chinese economy sputters, the European currency zone collapses and political gridlock paralyzes the United States.
China is the world’s second-largest economy and has been the largest engine of economic growth since the global financial crisis began in 2008. Economic weakness means that China is likely to buy fewer goods and services from abroad when the sovereign debt crisis in Europe is already hurting demand, raising the prospect of a global glut of goods and falling prices and weak production around the world.
Corporate hiring has slowed, and jobs are becoming less plentiful. Chinese exports, a mainstay of the economy for the last three decades, have almost stopped growing. Imports have also stalled, particularly for raw materials like iron ore for steel making, as industrialists have lost confidence that they will be able to sell if they keep factories running. Real estate prices have slid, although there have been hints that they might have bottomed out in July, and money has been leaving the country through legal and illegal channels.
Interviews with business owners and managers across a wide range of Chinese industries presented a picture of mounting stockpiles of unsold goods.
Business owners who manufacture or distribute products as varied as dehumidifiers, plastic tubing for ventilation systems, solar panels, bedsheets and steel beams for false ceilings said that sales had fallen over the last year and showed little sign of recovering.
“Sales are down 50 percent from last year, and inventory is piled high,” said To Liangjian, the owner of a wholesale company distributing picture frames and cups, as he paused while playing online poker in his deserted storefront here in southeastern China.
Wu Weiqing, the manager of a faucet and sink wholesaler, said that his sales dropped 30 percent in the last year and he has piled up extra merchandise. Yet the factory supplying him is still cranking out shiny kitchen fixtures at a fast pace.
“My supplier’s inventory is huge because he cannot cut production — he doesn’t want to miss out on sales when the demand comes back,” he said.
Part of the issue is that the Chinese government’s leaders have decided to put quality-of-life concerns ahead of maximizing economic growth when it comes to two of the country’s largest industries: housing and autos.
Premier Wen Jiabao has imposed a strict ban on purchases of second and subsequent homes, in the hope that discouraging real estate speculation will improve the affordability of homes. The ban has resulted in a steep decline in residential real estate prices, a sharp fall in housing construction and widespread job losses among construction workers.
At the same time, the municipal government in Guangzhou, one of China’s largest cities, has sharply reduced this summer the number of new car registrations it allows so as to reduce traffic congestion and air pollution.
Municipal officials from all over China have been flocking to Guangzhou to ask for details. Xi’an, the metropolis of northwestern China, has already announced this month that it will limit car registrations, although it has not settled on the details.
The Chinese auto industry has grown tenfold in the last decade to become the world’s largest, looking like a formidable challenger to Detroit. But now, the Chinese industry is starting to look more like Detroit in its dark days in the 1980s.
Inventories of unsold cars are soaring at dealerships across the nation, and the Chinese industry’s problems show every sign of growing worse, not better. So many auto factories have opened in China in the last two years that the industry is operating at only about 65 percent of capacity — far below the 80 percent usually needed for profitability.
Yet so many new factories are being built that, according to the Chinese government’s National Development and Reform Commission, the country’s auto manufacturing capacity is on track to increase again in the next three years by an amount equal to all the auto factories in Japan, or nearly all the auto factories in the United States.
“I worry that we’re going down the same road the U.S. went down, and it takes quite some time to fix that,” said Geoff Broderick, the general manager of Asian operations at J. D. Power & Associates, the global consulting firm.
Automakers in China have reported that the number of cars they sold at wholesale to dealers rose by nearly 600,000 units, or 9 percent, in the first half of this year compared to the same period last year.
Yet dealerships’ inventories of new cars rose 900,000 units, to 2.2 million, from the end of December to the end of June. While part of the increase is seasonal, auto analysts say that the data shows that retail sales are flat at best and most likely declining — a sharp reversal for an industry accustomed to double-digit annual growth.
“Inventory levels for us now are very, very high,” said Huang Yi, the chairman of Zhongsheng Group, China’s fifth-largest dealership chain. “If I hadn’t done special offers in the first half of this year, my inventory would be even higher.”
Manufacturers have largely refused to cut production, and are putting heavy pressure on dealers to accept delivery of cars under their franchise agreements even though many dealers are struggling to find places to park them or ways to finance their swelling inventories. This prompted the government-controlled China Automobile Dealers Association to issue a rare appeal to automakers earlier this month.
“We call on manufacturers to be highly concerned about dealer inventories, and to take timely and effective measures to actively digest inventory, especially taking into account the financial strain on distributors, as manufacturers have to provide the necessary financing support to help dealers ride out the storm,” the association said.
Officially, though, most of the inventory problems are a nonissue for the government.
The Public Security Bureau, for example, has halted the release of data about slumping car registrations. Data on the steel sector has been repeatedly revised this year after a new method showed a steeper downturn than the government had acknowledged. And while rows of empty apartment buildings line highways outside major cities all over China, the government has not released information about the number of empty apartments since 2008.
Yet businesspeople in a wide range of industries have little doubt that the Chinese economy is in trouble.
“Inventory used to flow in and out,” said Mr. Wu, the faucet and sink sales manager. “Now, it just sits there, and there’s more of it.”
Hilda Wang contributed reporting.

Tuesday, August 21, 2012

LeBron X sneaker to be released

Updated: August 21, 2012, 2:18 PM ET
By Darren Rovell | ESPN.com
Is the basketball shoe world ready for a $300 shoe?
The market might get tested when the LeBron X is released later this year.
The Wall Street Journal is reporting that a Nike Plus-enabled version of the shoe -- that has motion sensors in the shoe to track various metrics including how high the player jumps -- will retail for $315. Although Matt Powell, an analyst for market retail tracking firm SportsOneSource, tells ESPN that he believes the price will be $290.
[+] EnlargeLeBron James
Christian Petersen/Getty ImagesThe LeBron X has motion sensors in the shoe to track various metrics including how high the player jumps.
Nike spokesman Brian Strong would not comment as to the accuracy of the price.
In 1986, Nike's Air Jordan II broke the $100 basketball sneaker barrier. Sixteen years later, the company hit the $200 price tag when it released the Air Jordan XVII.
Despite a rough economic environment, Nike has been able to pass on the rising costs of materials to its consumers with little resistance due to the premium associated with its high-end product.
SportsOneSource reported last month that sales of sneakers that retail for more than $100 were up 30 percent on the year and sales of basketball shoes that cost more than $100 were up 50 percent. Between the Nike, Jordan and Converse brands, Nike owns roughly 95 percent of the basketball shoe market in the United States.
While many will be fixated on the price, Powell said it's being blown out of proportion. He estimates that Nike will make only about 50,000 pairs of the Nike Plus-enabled LeBron X's compared to 200,000 to 300,000 pairs of the regular version of the shoe, which he expects to sell in the $175 range.
"This is all about electronic componentry," Powell said. "The plus version of this shoe is a very expensive shoe for a very specific audience: the high school or college athlete that wants to improve their game by measuring their progress by wearing the shoes."