The NSPCC’s Full Stop ±±¾©Èü³µpk10 has touched the national
consciousness with its arresting catchline, including the heart-rending,
’Stop it, Daddy, stop it!’. But when millions of leaflets dropped
through the letterboxes of potential South Wales Electricity and Gas
Company (Swalec) customers last week, saying that in return for their
custom, Swalec would give pounds 15 to the NSPCC (minus an
administration charge), the cry went up from house to house, ’Stop it
Swalec, stop it!’. Irate consumers are complaining to the Advertising
Standards Authority.
It’s all very well linking business to charitable donations and it’s
been done many times before - the Red Cross tied up with Hovis, and
Heinz’s Daddies Sauce incorporated the NSPCC’s Happy Kids logo, donating
1p for each bottle purchased. But Swalec’s link, perceived by the many
consumers who complained as tasteless exploitation, underlines that when
embarking on a strategic partnership, certain rules need to be obeyed
for success.
Chris Parry, chairman and chief executive of FCA, says: ’It’s fine for
charities to use commerce. They work so long as the charity is seen as
the main beneficiary, not when the business so obviously tries to take
the high ground and takes a deduction to cover administration.
It’s underhand.’
Andrew Marsden, marketing director of Britvic, which distributes Pepsi,
is an expert on the subject, having overseen, among others, Pepsi’s
partnerships with the Spice Girls and The Corrs, and Robinsons’
relationship with tennis star Tim Henman.
A caring, sharing relationship
The question any brand manager should ask, says Marsden, is not, ’What’s
in it for me?’ but ’What’s in it for both of us?’ because if it isn’t a
mutually advantageous link, it will inevitably all end in tears.
’You need to check that you match in objectives and brand values right
from the start, and that means having a tremendously open relationship,’
says Marsden. He also believes that while it’s traditional for
match-making sales promotion agencies to introduce the two partners,
this is rarely a good idea. ’It’s silly,’ he claims, ’you need to
examine whether their brand values are the same as yours. It all starts
with an informal discussion.’
If the discussions are sufficiently rigorous, the results of evaluation,
distribution, turnover improvements and any spin-off data can be
shared.
’At least you’ll know from the start whether you intend to share this
data or not. It’s important that it’s discussed.’
Stephen Callender, managing director of Black Cat, says that a
successful relationship doesn’t depend on the two parties having the
same agendas, so much as a consistent aim, and agrees that the money
side of the link shouldn’t be overstressed. Take the partnership between
Avis and British Airways, facilitated by Black Cat: for Avis, the
important thing is to have competitive rentals, for BA it is to offer
car hire to its executive club members and other passengers that is
consistent with BA’s service.
’This is as much about offering the best service as the best deals and
it suits both of them equally,’ says Callender.
Should things go wrong in a strategic relationship, he says, it is
important that an exit strategy is already in place. ’Be upfront and
open about all your issues, recognise that things can go wrong and don’t
let one partner think they’re in control,’ he advises.
According to Leo Campbell, managing partner at Claydon Heeley, the
number of marketing partnerships that really work are pitifully thin on
the ground. ’They take a huge amount of work, they’re entered into
over-confidently and the lesser brand too often finds itself shoe-horned
into the other’s marketing schedule.’
Mutual benefit
For contrast he points to another tie-up involving BA, that with
Associated Newspapers, as an example of a solid partnership from which
both partners derive genuine benefit. For three years, half-price
flights from BA have been offered through the Evening Standard and the
Daily Mail.
According to Campbell, it’s a link up that drives sales and enhances
both brand values. While BA grabs about pounds 1m-worth of media
exposure with daily appearances and banner headlines in both papers, the
newspapers offer readers added value and have put on circulation. The
link works for BA because it can use up excess capacity, sell thousands
of incremental tickets and add prospect names to its database.
’They both get to share costs and resources, while enhancing brand
leverage.
The crucial thing is that it works both ways, equally,’ says
Campbell.
The drawback with partnerships is that one partner cannibalises the
others’ products. Also, sharing database information can lead to one
party alienating the customers of the other through inappropriate
messages. The same consumers have different relationships with different
brands; unwanted or inappropriate messages from one brand may fatally
damage the consumers’ view of the other.
’It’s not just about the creative fit, it has to look good in the
customers’ hand,’ adds Campbell. ’It’s worth visualising that before you
go too far down the line. What will your customers think? Will Flora
buyers want to see the product featuring Diana, Princess of Wales’
signature? If they’d considered that basic idea first, they may not have
turned off loyal customers.’ Quite so. If only the people down at Swalec
had thought of their customers’ reactions first.
MARKETING TIE-UPS
The Good
- Avis and British Airways
- Daily Mail/Evening Standard and British Airways
- Pepsi and the Spice Girls; Pepsi and The Corrs
- Robinsons and Tim Henman
- Miss Selfridge and Salon Selectives
The Bad
- Swalec and the NSPCC
- Total Fuel and Marks & Spencer
- Bank of Scotland and launch of internet banking with right-wing
American TV evangelist Pat Robinson.
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