The 10 real reasons that Target failed in Canada

Posted on Posted in Beloved Brands in the Market

target5Having lost nearly $1 billion in its first year in Canada, and facing more multimillion-dollar losses, Target announced on Thursday it would discontinue its operations in Canada and close its 133 stores. While the news of them closing should not be a surprise, the speed in which they left feels pretty shocking. They didn’t even make the 2-year anniversary of the new store.

1. Target just wasn’t different. 

Brands really only have four choices: they can better, different, cheaper or not around for long. For Target in the US, they have always taken the “different” positioning–focused on cool suburban moms, broader offering. But in Canada, Target basically became Wal-Mart with red paint. They never found a way to separate themselves to be seen as different enough to get “new consumers” to try it out and yet they seemed to disappoint those potential loyal consumers who had already bought into the US version of Target. 

2. The suburban positioning already taken in Canada

In the US market, Wal-Mart grew up through the 70s and 80s as a small town or even a rural brand, providing the opportunity for Target to become the suburban version of Wal-Mart. But even looking at pure demographics, Canada has the biggest middle class population in the world, the population is very concentrated to six main cities, where as in the US there are many small towns scattered throughout. When Wal-Mart entered Canada, they purchased the retail footprint of Woolco, which was a suburban brand. The Wal-Mart strategy in Canada closely resembled what Target had done in the US: going after suburban moms, new/fresh stores, big wide/clean aisles making for a better shopping experience than in the Wal-Mart stores in the US.

3. The Low priced clothing for cool moms positioning was already taken in Canada

joe_freshLoblaws is the biggest food retailer and are known for a) copying great retailers around the world b) attacking their competitors viciously. While originally a grocery store, the Loblaws stores have become a mass merchandiser store where you can get the same low-priced clothing for the cool moms, via the JOE FRESH brand. This took away a potential competitive advantage for Target to leverage.

4. Target invested too much and too fast in new locations and new employees

Target launched 133 stores and hired 17,000 employees in Canada–almost half of Wal-Mart’s footprint in Canada, who have been here for 20 years. Taking on the leases of Zellers and then fixing up their locations was costly and crippling to the operations.Target tried to do way too much too soon–hurting their ability to deliver the same experience they are delivering in the US. Target had two strategic choices at launch: a) pick limited locations and do it right or b) cover everywhere in Canada as a preventative strategy against competitive attacks. They decided to be everywhere, and as we can see did a very bad job. They should have staggered their launch by starting with Toronto only, expanding to key markets as they established themselves and managed to create a loyal following. Operations were awfully sloppy. The procurement system was so poorly run that empty store shelves were not uncommon. Given the empty stores, it’s hard to really blame a run on merchandising.o-TARGET-CANADA-EMPTY-SHELVES-facebook

5. Target had no money left to actually drive demand

The best thing about Target is you could get a great parking spot, there were no crowds in the aisles and you didn’t have to line up to pay. Why? Because, there was no one there. As all the money went into the bricks and mortar of creating new stores, they had very little money left over for marketing. In the 18 months since launch, there was very little hype, no great advertising, no wonderful launch events, no press coverage, very little on social media. They never created the demand needed to drive revenue.

6. They didn’t have the same selection as their US stores

The most loyal Target shoppers in Canada had experienced the Target store in the US for years, whether they were cross border shopping or going to Target when they were vacationing in Florida, Arizona or California. And the biggest complaint they had about Target Canada is the lack of product breadth on the shelves. They were expecting the identical offering they saw in Target US. But that’s not a reality. Target is JUST a retailer at the mercy of what the manufacturers offer in Canada. There are numerous factors that impact the variety when it comes to Canadian manufacturers–the biggest being the relative size of listing fees that Canadian retailers demand are so big that launching smaller small skus just doesn’t make sense in Canada. The difference in government regulations will also alter what products can be available for sale.

7. Target US sales dropped the minute they announced they were going into Canada

Target is a very US centric brand, with Canada representing their first attempt at International–and it might be their last. As soon as they launched, they faced declining sales and share in the US. It was unrelated, but now Target management faced two issues at once–a turnaround strategy to solidify US sales and a launch strategy internationally. Anytime you divert your attention, you’re likely to mess one of them up, and the Canadian launch suffered. 

8. The dropping Canadian dollar messed up their financial contributions

Screen Shot 2015-01-18 at 11.48.38 PMWhat is not mentioned very often is that the Canadian Dollar has fallen from relative parity when they were considering launching two years ago to 0.83 cents. That has a two-fold impact: the reporting of sales and profits internationally just took a 17% hit due to exchange and the imported items from the US just saw a big cost increase that will bite into the margins. With those loyal Target shoppers already upset that the Canadian and US prices are not equal, there was very little opportunity for Target to cover the impact of the dollar in their P&L. 

9. Target saw very little risk to leaving

When they made the decision to exit Canada, they did so very quickly and from reading everything said this week by Target, they showed very little remorse. The opening of their press release started by telling the US manufacturers that this statement had zero impact on the US stores or their standing with manufacturers in the US. Rather than bite the full financial bullet, Target has asked for somewhat of a bankruptcy protection, like Chapter 11 in the US. I guess the question is “why are they asking for any protection?”.  Yes, they said they would create a trust that would cover 16 weeks of severance pay for “most” of their employees. The “most” line caught my eye, which feels similar to that classic “Up to 70% off everything in store”. We shall see how fairly they treat ALL 17,000 employees. And will the protection get them out of leasehold agreements that leave malls empty and scrambling to fill them and will they treat the uniquely Canadian manufacturers the same as they treat their US manufacturers. 

10. Their loyal consumers embraced Target more than Target embraced their consumers

When consumers care more than the brand, that brand is in trouble. And from what I can see, there still are many loyal Target consumers who are disappointed in the news. At Beloved Brands, we believe passion matters, because the more loved a brand is by consumers, the more powerful and profitable that brand will be. Target did very little to create love with consumers. Their promise lacked any real difference and they failed to tell their story to the Canadian marketplace. There was zero magic in the way they connected with consumers and zero magic in the experience in the stores. 

Let this be a lesson to the next retailer who will venture into Canada

At Beloved Brands, we run a Brand Leadership Center to train marketers in all aspects of marketing from strategic thinking, analysis, writing brand plans, creative briefs and reports, judging advertising and media. To see a workshop on THE BRAND LEADERSHIP CENTER, click on the Powerpoint presentation below:

We make Brands stronger.

We make Brand Leaders smarter.™

We offer brand coaching, where we promise to make your brand better by listening to the issues, providing advice that challenges you, and coaching you along a strategic pathway to reaching your brand’s full potential. For our brand leader training, we promise to make your team of brand leaders better, by teaching sound marketing fundamentals and challenging to push for greatness so that they can unleash their full potential. Feel free to add me on Linked In, or follow me on Twitter at @belovedbrands If you need to contact me, email me at graham@beloved-brands.com or phone me at 416 885 3911Positioning 2016.081

 

Retailers are destroying Black Friday

Posted on Posted in Beloved Brands in the Market

Black-Friday-LineFor the past 20 years, it has been a tradition for american families to plan out their friday after US Thanksgiving by hitting the malls as the kickoff to Christmas season. For us too lazy to get up at 5am, it has been fun to watch on TV, seeing doors flung open with screaming people trampling each other trying to get to those door crasher specials. Whether you like the idea of “Black Friday” or not, retailers are doing what they do best:  taking a good thing and messing it up.  

Last year, we saw “Black Friday” ads on the Monday of Thanksgiving. This year, we saw them the week before. The problem when you mess with Black Friday is that you lose the buzz and excitement. You also lose the irrational consumer behavior brought about by the energy of the moment. So Black Friday used to mean getting up at 5am, running through the store to grab that Samsung TV for $179 by 6:15am and then adding a TV stand and gold-plated cables at full price on the way out of the store. Just like any emotion, causing consumers to feel more and think less puts the power into the hands of the brand. Retailers were winning this transaction. That’s gone if you do your sale over 10 days. You are just giving consumers time to think, search other websites and come to a rational decision. Now with time on their side, consumers can shop around for a week, review the specs on the TV and figure out that it has been down-graded with a lack of features, determine the gold-plated cables are a waste of money and just go to IKEA for the TV stand. Maybe they can even talk themselves out of the TV!!!  Why? Because now they can use their brain. After all, that buzz is gone.

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Another crazy trend is the idea that retailers open on Thanksgiving evening. Retailers are always trying to get a leg up, so they are now all trying to open when no one else is open. And yet with a low barrier to copy, they all just follow each other and negate any advantage. Last year the trend started where major retailers including Wal-Mart, Target, Best Buy and Sears opened on Thanksgiving Day–the night before Black Friday. This won’t mean a jump in revenues it just means revenues will be brought forward one day. Yes, retailers have this belief that it’s a constant dog-fight for sales, and if one my competitor gets a leg-up, that means a loss to me. Retailers are facing such pressure during these economic times so I’m somewhat sympathetic. Margins are shrinking and many retailers basically make or break their year during Thanksgiving and New Years. So I can understand the temptation. Before we get into the ethical part of opening, let’s look logically at the 8 ways a brand can make more profit: 1) increasing prices 2) getting consumers to trade up 3) lowering your cost of goods 4) lowering your marketing costs 5) stealing other users 6) getting users to use more 7) entering new categories and 8) getting new users. I realize it’s all about stealing other users. But if both competitors blink and open at 8pm on Thanksgiving, no one really wins over the consumer. The only thing I see here is a slight increase in the costs of increased wages and store opening costs. Net net, no one really wins.Slide1

So at the year end, no retailer will really be saying “we had a great year because we opened on Thanksgiving Day”. But come on guys, while your press releases are saying that you’re really just “catering to consumer demand”, we business people know that’s BS. I’d rather see all Americans sitting around the dinner table and watching football (go Patriots) with family and friends. If families are your main target market, you should be making a big deal out of the fact that you are closed so that all employees can spend time with their families. That’s a great way to establish love for your brand. My Hope is the Retailers Announcer Early that they will be closed on Thanksgiving 2015!!!

To all our American Friends, I want to wish you and your families a Happy Thanksgiving

At Beloved Brands, we run a Brand Leadership Center to train marketers in all aspects of marketing from strategic thinking, analysis, writing brand plans, creative briefs and reports, judging advertising and media. To read more on strategy, here is a workshop on HOW TO CREATE A BELOVED BRAND, click on the powerpoint presentation below:

We make brands better.

We make brand leaders better.™

We offer brand coaching, where we promise to make your brand better by listening to the issues, providing advice that challenges you, and coaching you along a strategic pathway to reaching your brand’s full potential. For our brand leader training, we promise to make your team of brand leaders better, by teaching sound marketing fundamentals and challenging to push for greatness so that they can unleash their full potential. Feel free to add me on Linked In, or follow me on Twitter at @belovedbrands If you need to contact me, email me at graham@beloved-brands.com or phone me at 416 885 3911

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What to do when your Brand is stuck at “Like It”?

Posted on Posted in How to Guide for Marketers

Don’t feel bad. Most brands are at the Like It stage

You have been able to carve out a niche and be a chosen brand against a proliferation of brands in the category. And you have good shares, moderate profits and most brand indicators are reasonably healthy.  It’s just that no one loves you. There’s nothing wrong with being a Liked brand. All the power to you. But just know that you might be leaving good money on the table.  

Beloved = Power = Growth = Profit

The Brand Love Curve

In the consumer’s mind, brands sit on a Brand Love Curve, with brands going from Indifferent to Like It to Love It and finally becoming a Beloved Brand for Life. At the Beloved stage, demand becomes desire, needs become cravings, thinking is replaced with feelings. Consumers become outspoken fans. It’s this connection that helps drive power for your brand: power versus competitors, versus customers, versus suppliers and even versus the same consumers you’re connected with.  The farther along the curve, the more power for the brand. It’s important that you understand where your brand sits on the Love Curve and begin figuring out how to move it along towards becoming a Beloved Brand.

With each stage of the Brand Love Curve, the consumer will see your brand differently. The worst case is when consumers have “no opinion” of your brand. They just don’t care. It’s like those restaurants you stop at in the middle of no-where that are called “restaurant”. In those cases, there is no other choice so you may as well just name it restaurant. But in highly competitive markets, you survive by being liked, but you thrive by being loved. Be honest with yourself as to what stage you are at, and try to figure out how to be more loved, with a vision of getting to the Beloved Brand stage. 

The Like It Stage

At the Like It stage, the funnel is fairly strong at the top but quickly narrows at purchase and has a very weak bottom part of the brand funnel. As people see your brand as a good rational choice, they might consider it and use it, but it lacks separation from the other brands and it’s missing that emotional connection. Brands stuck here usually focus on what they do (features) and not what the consumer wants (benefits)  In the funnel, you’ll see pretty strong awareness and consideration but you’ll lose out at the purchase stage and have no real repeat or loyalty at all.  You’ll notice fairly high trade spend just so you can keep your share going–and you use price as a weapon to close the deal. The best strategy here is to begin to Separate Your Brand from the clutter of the market, by establishing a brand promise based on benefits–rational and emotional. A brand like Dove was at the Like It stage back in the 1990s. Only when they could shift from talking about themselves to talking about the consumers would they be able to establish more love for their brand.  

Consumers see your brand as a functional and rational choice they make. They tried it and it makes sense so they buy it, use it and they do enjoy it. It meets a basic need they have. They likely prefer it versus another brand, but they think it is better, cheaper or easier to use. Or your mom told you to use it.  But, consumers don’t have much of an emotional connection or feeling about the brand. Where Indifferent is really bad, you’re ordinary, which is just a little bit better. Overall, consumers see you brand in the “it will do” space.

The Five Sources of Brand Love

Under the Brand Idea are 5 sources of connectivity that help connect the brand with consumers and drive Brand Love, including the brand promise, the strategic choices you make, the brand’s ability to tell their story, the freshness of the product or service and the overall experience and impressions it leaves with you. Everyone wants to debate what makes a great brand–whether it’s the product, the advertising, the experience or through consumers. It is not just one or the other–it’s the collective connection of all these things that make a brand beloved.

Why is your Brand stuck at the Like It Stage:

If your brand is stuck at Like It, look to the five sources of love to see if you have a weakness.  

  1. Protective Brand Leaders means Caution: While many of these brands at the Like It are very successful brands, they get stuck because of overly conservative and fearful Brand Managers, who pick middle of the road strategies and execute “ok” ideas. They do a bad job at either telling the story or launching new products. On top of this, Brand Managers who convince themselves that “we stay conservative because it’s a low-interest category” should be removed. Low interest category means you need even more to captivate the consumer.
  2. We are rational thinking Marketers: Those marketers that believe they are strictly rational are inhibiting their brands. The brand managers get all jazzed on claims, comparatives, product demonstration and doctor recommended that they forget about the emotional side of the purchase decision. Claims need to be twisted into benefits—both rational and emotional benefits. Consumers don’t care about what you do until you care about what they need. Great marketers find that balance of the science and art of the brand. Ordinary marketers get stuck with the rational only. The promise stays very rational, and the execution of the brand story becomes rather bland.  
  3. New Brand with Momentum: As a new brand, you might not have found a way to use a unique brand promise to separate yourself from other competitors. Stage 2 of a new brand innovation is ready to expand from the early adopters to the masses. The new brand begins to differentiate itself in a logical way to separate themselves from the proliferation of copycat competitors. Consumers start to go separate ways as well. Retailers might even back one brand over another. Throughout the battle, the brand carves out a base of consumers.
  4. There’s a Major Leak:  If you look at the brand buying system, you’ll start to see a major leak at some point where you keep losing customers. Most brands have some natural flaw—whether it’s the concept, the product, taste profile ease of use or customer service. Without analyzing and addressing the leak, the brand gets stuck. People like it, but refuse to love it. That leak could be in the freshness or experience stage.  
  5. Brand changes their Mind every year: Brands really exist because of the consistency of the promise. When the promise and the delivery of the promise changes every year it’s hard to really connect with what the brand is all about. A brand like Wendy’s has changed their advertising message every year over the past 10 years. The only consumers remaining are those who like their burgers, not the brand. The story never gets told in a consistent manner that delivers the brand promise. It fails to catch on, so instead of just fixing the communication the brand also changes the brand promise.  
  6. Positional Power–who needs Love: there are brands that have captured a strong positional power, whether it`s a unique technology or distribution channel or even value pricing advantage.  Brands like Microsoft or Wal-Mart or even many of the pharmaceuticals products don`t see value in the idea of being loved. The problem is when you lose the positional power, you lose your customer base completely. The brand with just positional power becomes complacent and lazy–with a culture that does not create a brand experience that surpasses the promise. 
  7. Brands who capture Love, but no Life Ritual: There are brands that quickly capture the imagination but somehow fail to capture a routine embedded in the consumers’ life, usually due to some flaw. Whether it’s Krispy Kreme, Pringles or even Cold Stone, there’s something inherent in the brand’s format or weakness that holds it back and it stays stuck at Loved but just not often enough.  So, you forget you love them. The strategy of linking the brand’s promise to the other connection points of the brand.  

Indicators that you’re at the Like It Stage

  • Low Conversion to Sales. While the brand looks healthy in terms of awareness and equity scores, the brand is successful in becoming part of the consumer’s consideration set, but it keeps losing out to the competition as the consumer goes to the purchase stage. It usually requires a higher trade spend to close that sale which cuts price and margins.
  • Brand Doesn’t Feel Different: A great advertising tracking score to watch is “made the brand seem different” which helps to separate itself from the pack, many times speaking to the emotional part of the messaging.
  • Stagnant Shares: Your brand team is happy when they hold onto their share, content to grow with the category.
  • High Private Label Sales: If you only focus on the ingredients and the rational features of the product, the consumer will start to figure out they get the same thing with the private label and the share starts to creep up to 20% and higher.

Why would you want to get to the Love It Stage

As you become more loved, you can use that love consumers have for your brand to drive more power for your brand.  That power may be against retailers, other competitors, suppliers, media and key influencers.   As well as a power over the very consumers that love your brand.  With more power, a more loved Brand has 8 ways it can add profit. 

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In terms of pricing, you can charge premiums and any change in pricing is relatively more Inelastic.  Loyal consumers, weakened channels pay premiums, and trading up where offered.  More engaged employees deliver better experience—even more premiums. This gives your brand an opportunity to drive higher margins.

With costs, a more loved brand becomes more Efficient and Powerful. You’ll be able to achieve Economies of scale. Suppliers cut costs due to volume & wanting brand in portfolio. Efficient media spend, free media through search, earned and social. Gov’t willingly subsidize. Partners give favorable terms.  This gives your brand lower costs–both in terms of product costs and marketing costs.  

A more loved brand can drive market share by pushing the Momentum and finding that Tipping Point. Crowds draw crowds. Power of media (search + social + earned) keeps brand in the conversation with heavy influence. Competitors can’t respond to the momentum. You can steal share from weakened competitors who have no love, or get current users to use even more.  

A more loved brand can enter new markets. Loyalists Will Follow Wherever: Loyal users will follow where brand goes, and doors will open to new ventures. The idea of brand no longer tied to product, but to how brand makes you feel. 

As the brand is more loved, the P&L statement looks a lot stronger–higher markets, lower costs, higher share and new market entries all add up to much higher profitability.  It’s worth finding that love.  

How to get to past the Like It stage

  • Focus on action and drive Consideration and Purchase: stake out certain spaces in the market creating a brand story that separates your brand from the clutter. Begin to sell the solution, not just the product. Build a Bigger Following:  Invest in building a brand story that helps to drive for increased popularity and get new consumers to use the brand.
  • Begin to Leverage those that already Love:  Focus on the most loyal consumers and drive a deeper connection by driving the routine which should increase usage frequency. On top of that, begin cross selling to capture a broader type of usage.
  • Love the Work: It is time to dial-up the passion that goes into the marketing execution. Beloved Brands have a certain magic to them. But “Like It’ brands tend to settle for ok, rather than push for great. With better work, you’ll be able to better captivate and delight the consumers. If you don’t love the work, how do you expect the consumer to love your brand.
  • Fix the Leak: Brands that are stuck have something embedded in the brand or the experience that is holding back the brand. It frustrates consumers and restricts them from fully committing to making the brand a favorite. Be proactive and get the company focused on fixing this leak.
  • Build a Big Idea: Consumers want consistency from the brand—constant changes to the advertising, packaging or delivery can be frustrating. Leverage a Brand Story and a Big Idea that balances rational and emotional benefits helps to establish a consistency for the brand and help build a much tighter relationship.

So be content with being Liked.  But just realize that you’re leaving profits behind for someone else to capture.  

If you are stuck at Like It, then you are leaving money on the table

 

To read more about how the love for a brand creates more power and profits:

Other Stories You Might Like

  1. How to Write a Creative Brief. The creative brief really comes out of two sources, the brand positioning statement and the advertising strategy that should come from the brand plan.  To read how to write a Creative Brief, click on this hyperlink:  How to Write a Creative Brief
  2. How to Write a Brand Plan: The positioning statement helps frame what the brand is all about.  However, the brand plan starts to make choices on how you’re going to make the most of that promise.  Follow this hyperlink to read more on writing a Brand Plan:  How to Write a Brand Plan
  3. Consumer Insights: To get richer depth on the consumer, read the following story by clicking on the hyper link:  Everything Starts and Ends with the Consumer in Mind

 

Beloved Brands: Who are we?

At Beloved Brands, we promise that we will make your brand stronger and your brand leaders smarter. We can help you come up with your brand’s Brand Positioning, Big Idea and Brand Concept. We also can help create Brand Plans that everyone in your organization can follow and helps to focus your Marketing Execution. We provide a new way to look at Brand Management, that uses a provocative approach to align your brand to the sound fundamentals of brand management. 

We will make your team of Brand Leaders smarter so they can produce exceptional work that drives stronger brand results. We offer brand training on every subject in marketing, related to strategic thinking, analytics, brand planning, positioning, creative briefs, customer marketing and marketing execution. 

To contact us, email us at graham@beloved-brands.com or call us at 416-885-3911. You can also find us on Twitter @belovedbrands

Positioning 2016.112

 

Some of the best Christmas Ads I’ve seen

Posted on Posted in Beloved Brands in the Market

Christmas is a great time to drive home the connection between consumers and the brand.  But not everyone can pull it off.  You likely need to have an established love for your brand already or it would come across as lacking authenticity.  Brands here like Coke, Kellogg’s, Budweiser, Tim Horton’s, Canadian Tire and even Target have strong emotional connectivity that they can use at this time of year.   But the boss of Christmas season has to be John Lewis who every year comes out with something huge.  Some get too wrapped up in making sure they sell product at the same time.  That’s a complete turn-off.

John Lewis

The best Christmas ads I’ve ever seen are from John Lewis, the department store in the UK.  They use beautiful music, a movie-like storyline that demonstrates the beauty of gift giving, stretched out over 90 seconds.    No words are needed to tell the story.  They are not loaded with so much branding that they would turn you off before inviting you in.  They tug at the heart and bring a reminder of what the season is all about:  the gift of Giving. 

I think this is the best one in the John Lewis (2011) series so far, with a nice twist at the end.

This is also a great one from 2010

 

And finally, you can see the one from 2009, which really shows that over the 3 years, they’ve been able to create this ownable idea for themselves.

 

But then, this year’s John Lewis Christmas ad is a bit different.  As people have started to watch for the next great John Lewis Christmas ad (myself included), I guess they have to push the creativity, but this isn’t quite what I was hoping for.  A bit too dark for me, a bit disconnected from the John Lewis brand or the series of ads over the past 5 years.  While a nice story, I think it’s a miss.  But the next one is only 11 months away.

 

I may be wrong, so if you love the new John Lewis ad, tell me you love it.

Coke

Coca Cola, the brand who came up with the look of how we see Santa Claus, makes a special ad every Christmas, to recreate the magic of Christmas.  Here’s a few great ones over the years:

From Argentina, here’s a brilliant take on spreading the joy of the season.  It’s a powerful message from a brand that has always owned Christmas.  

 

A very wholesome TV ad by Coke where life takes place in a snow globe.

 

And here’s a cute one…

Budweiser

The Budweiser Clydesdales were first introduced to the public in 1933, to celebrate the repeal of Prohibition.   August A. Busch Jr. presented the hitch as a gift to his father.   And that hitch proceeded to carry the first case of post-Prohibition beer.  Every Christmas you’ll see a team of Clydesdales pulling a case, a great icon of the American beer brand.

 

Not technically a Christmas ad because it air during the Super Bowl, but Clydesdales always make you think of Christmas.  This ad was aired just a few months and will give you goose bumps even a decade later.

Canadian Tire

This is your classic sentimental Christmas ad, talking about family.  It’s done very well by retailer Canadian Tire.   They told a nice story, about the modern family.

Tim Horton’s

This ad will make you cry just a little bit.  A nice touch of reality about being a parent from the old school to the new school.

Kellogg’s

A pretty darn whole ad, but pretty darn cute.  We do need a bit of wholesome serotonin at this time of year.

Target

The Target lady makes me laugh every time.  While everyone else is using kids in a tear-jerking sentimental way, Target uses humor and makes the art of getting the deal the idea.   Perfect fit for their value based positioning.  This Target Lady in red is adorable, representing the cheesiest of shoppers in all of us.

 

 

 

What’s the best Christmas ad you’ve seen?

 

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If you are in the mood to see other great advertising, here’s a few other stories:

 

To see a training presentation on getting better Advertising: 

 

Positioning 2016.112