advertising part time
TRANSCRIPT
The black swan edition
PARTTIMEADVERTISING
Online
BEFORE THE APPEARANCE OF THE BLACK SWAN
FAILURE TO GRASP THE SCALE OF EVENTS
FIRST SIGNALS
with the business and consumers
(WEEK 1)
BUSINESSESFirst measures for safety of teams/o�ces
Introduction of internal rules
Home o�ce optional
CONSUMERSHoarding with disinfectants Hoarding with vitamins and
food supplements
N.B. At this stage companies and brands did not think over or cater for a change in their external communication. Adequate measures were introduced mostly internally: teams, HR, internal communication.
BEFORE THE APPEARANCE OF THE BLACK SWAN
(WEEK 2)
STAGE: STATEOF EMERGENCY DECLARED
LACK OF TRANSITION. LACK OF PREPAREDNESS
LACK OF TRANSITION. LACK OF PREPAREDNESS
STAGE: STATE OF EMERGENCY DECLARED
Abrupt and imperative transition to home o�ce / home school regimePanic reactions of businesses RE their communications conduct provoked by:
REASONS WHY
The new reality
Abrupt changes in consumer conduct – unpredictability
Disrupted supply chains, especially from abroad
Lack of predictability
The challenge to keep/restructure teams
(shutdown of commercial outlets, restaurants and hotels, transition to isolation at home, shutdown of state borders/cities)
STAGE: STATE OF EMERGENCY DECLARED
CRISIS = OPPORTUNITY THE CLICHÉ THAT WORKS
Lack of preparedness / analysis of the situation
Unplanned halt of communication
Cost restrictions without analysis and a strategic plan for the situation AFTER
MOST BUSINESSES HAVE POTENTIAL/PREREQUISITES FOR ADAPTATION
E-shops
Home deliveries
Fitting into the new daily routine of consumers coupled with increasing demand.
STATISTICS ARE ENCOURAGING The Black Swan brings hopes for an increase in quoted percentages
• Growth in e-commerce in the past 5 years 21% to 33%
• Growth in B2C online sales 30% (2019)
• 1,500,000 Bulgarian consumers shopped online in 2019
• Each of these consumers spent on average EUR 473 in 2019
• 31% of online consumers (more than 20% of Bulgaria’s entire population) have made online shopping a habit and have trust in the process.
THE ABRUPT ONSET OF THE CRISIS HAMPERS SOBER ASSESSMENT.
Source: Google Trends
*sources BEA e-commerce
Passport 2019
Take out food orders
CERTAIN BUSINESSES HAVE POTENTIAL FOR ADDITIONAL SALES
• Pharma and food supplements
• Foodstu�s
• Detergents
• Sports equipment for home
• Home appliances and consumer electronics
• Courier services
• IT and hosting services
STATISTICS ARE ENCOURAGING
• 84% of users of online services / commerce try something new for the first time
• The highest percentage : 34% try medical online consultation
• 33% try various online trainings
• 15% buy fitness equipment for home
• 15% try e-banking for the first time
DEMAND IS SUBJECT TO DYNAMIC CHANGE
Source: Google Internal Data
1-7 MARCH
8-14 MARCH
THOSE WHO CANNOT SELL ACTIVELY NEED TO REMAIN WITHIN THE EYE-SHOT
OF THE CONSUMER IN AN OPTIMIZED WAY
“People forget what you told them and how, but will never forget how you made them feel” = an emotional bond with the brand
Source: Google Internal Data
Consumption of luxury goods
THE BIG QUESTION:
HOW?! Much easier for the brands whose
business is active online!
The challenge is the right approach of those
whose business comes across LOGISTIC
HURDLES TO OPERATE NORMALLY OR
WHOSE PRODUCT/SERVICE IS NOT IN
DEMAND
THE NOVEL PROFILE OF CONSUMER CONDUCT
THE NOVEL PROFILE OF CONSUMER CONDUCT
• Urgent shopping – staples but also irrational hoarding
• Shopping from home
• Development of e-commerce
• Anti-stress, indulgence shopping!!! NB = an opportunity
Data from Google Trends suggests that 71% of consumers at 16 March noted that COVID-19 had changed their spare time.
Source: Google Trends
Does the coronavirus pandemic a�ect your leisure time?
CHANGES IN CONSUMER CONDUCT
CHANGES IN CONSUMER CONDUCT
THE NEW NEEDS STEER THE SEARCH FOR CONTENT:
• The sense of safety >> search for news, sharing on social media, mobile applications for
meditations, toilet paper
• Homemade food >> recipes, cooking appliances, online shopping
• Care for personal health and the hygiene at home >> online content for health and wellness
• Entertainment >> social media, paid streaming services (+63%), bananas, books (+39%),
music, games (+47%), podcasts
• Educational information >> online educational platforms
• Physical activity >> online training, purchase of equipment and accessories for home fitness
• Isolation >> purchase of electronic devices
THIRST FOR ENTERTAINMENT IN FIGURES
Source: Google Internal Data
increase in daily downloads of mobile
games in China in February forecast growth in streaming
+60% +80%
CHANGES IN CONSUMER CONDUCT
A boom in online challenges and an upsurge of TikTok
CHANGES IN CONSUMER CONDUCT
Top results from Google search indicate a strong sense of community and
solidarity
Italy singing from windows youtube +1.100%
YOUTUBE mo willems +1.050%
Dropkick murphys youtube +950%
Cosmic kids yoga youtube +450%
joe rogan youtube +250%
CHANGES IN CONSUMER CONDUCT
CHANGESIN MEDIA CONSUMPTION
GROWTH IN CONSUMPTION
• TV - 28% growth in daily average consumption of Nova
Broadcasting Group and 15% in prime time
- Change on program schedules of TV channels
- Conversion of o�ine formats into TV
e.g.: the educational conference of Investor Group is due
on air at TV Bulgaria and Bulgaria On Air
SLUMP IN CONSUMPTION
• Out-of-home
Except for positions outside BILLA and Kaufland
• Ambient
Cinema
• ONLINE- High growth in tra�c of news websites
e.g.: Nova.bg reported 263% growth in the first days of the state of
emergency
- Increasing the time of watching video content
Netinfo reports 20% growth of consumption of video and en-
tertainment content
Streaming platforms
COMMUNICATION
The notions of your brand
formed in consumer minds
during crisis will most probably
be long-term and will persist
even after it has subsided.
RATIONAL APPROACHfor brands in Group A
• Communicate actively the benefits of the product in the light of new demand
• Make sure to use the right channels and your media plan be adjusted to the new daily round of
consumers
• Extend a hand and declare you are part of the community
COMMUNICATION
ACCEPT AND ANALYZE ADAPT YOUR COMMUNICATION
TRANSFORM MARKETING STRATEGIES
PREPARE FOR “AFTER”
COMMUNICATIONEMOTIONAL APPROACHfor brands in Group B
It is no time for sales / But it is time for conversation� Define a brand message adequate to the situation: demonstrate UNDERSTANDING and SUPPORT
� Use the communication channels of the new reality to transmit it
� In the case of total impossibility to sell your product /service – COMMUNICATE IN A USEFUL WAY
Remind of your product with selected frequency, adequate copy / visuals
Share useful content related to the product, tips, exercises or games
Send a message for “AFTER” – games with prizes which the consumer wins after the Black Swan
If possible: TRANSFORM
Make up for the gaps in your logistics chain
Find an opportunity for minimum sales or an additional business line
Investment in communication NOW will save extra costs of companies and brands
AFTER.
THE SUCCESSFUL EXAMPLES
HappyN
edel
ya
Chi
sto
Fantastico
A1
Telenor
First Investment Bank LIDL
& KAUFLAND
Co
ca C
ola
WHEN "AFTER" COMES
COMMUNICATION WITH
STAKEHOLDERS
WHEN"AFTER" COMES
CONTINUITY
keyword:
- The OUTSOURCING sector
Manufacturing and B2B services
Internal communication
CORPORATECOMMUNICATIONS
CORPORATE COMMUNICATIONS
KEYWORDS:
� OPENNESS AND HONESTY
� SOLID ARGUMENTS
� GOALS AND CLARIFICATION OF PROCESSES
� CONTINUITY
� POINTING TO WAY OUT / VISION FOR “AFTER”
Apart from the companies in the B2C sector, businesses vary in focus:
- OUTSOURCING
- Manufacturing / B2B products and services
INTERNAL WITH STAKEHOLDERS EXTERNAL /
REPUTATIONAL
INTERNAL COMMUNICATION
Regular communication with teams / at managerial and employee levels
Providing regular information about
o the status of the business/ its orders
o the strategy for the team /keeping sta�, leaves, freezes, layo�s
o Naming the arguments for the decisions made by the management
o Outlining prospects
IN THE COURSE OF ....
OVERTAKE EXPECTATIONS AND MANAGE THEM!
CORPORATE COMMUNICATIONS
Online meetings / Zoom, Teams, GoToMeeting, BlueJean…
Own media: online newsletter, o�ine edition, intranet
Looking for feedback
EXTERNAL COMMUNICATION & STAKEHOLDER RELATIONS
Keeping a market name and reputation
Not ignoring image presence
*in a situation of crisis the company has the chance to show its socially responsible face
Using the platforms of organizations and partners (stakeholders) for:
o exchange of experience
o sharing news
o looking for opportunities for laid o� sta� or sta� put on freeze
TOOLKIT
CORPORATE COMMUNICATIONS
Sharing good and bad news in person
Both INSIDE THE TEAM and OUTSIDE
Open conversation based on arguments
Articulating positivism and faith in the outcome of the situation
TONE OF VOICE OF COMMUNICATION:
KEEPING THE LEVELS OF COMMUNICATION
KEEPING BUSINESS ETHICS
=
CORPORATE COMMUNICATIONS
Because there will be “AFTER”,
Because “AFTER” will be di�erent, but to-day’s partnerships will be necessary tomorrow too.
Loyalty and support between businesses will have even greater value.
The battle for the talents will be back on the agenda, but at a di�erent level: the battle for the finest talents - those whose motivation is contingent on ATTITUDE and ETHICS.
