Is Woolworths rebrand a failure to launch?

Two weeks after Australian supermarket giant Woolworths launched a fresh new look, the old logo is still being prominently featured in both advertising and the launch of its new credit card.

One of the best ways to kill the momentum of a rebrand is to execute poorly and hesitantly - and Woolworths seems to be on a similar track.

At launch Woolworths promised that the rebrand would take place slowly and steadily and that only a small number of stores would be rebranded with the new look and the rest would come on stream as they joined a refurbishment program or new stores were opened.

However, since the launch Woolworths seems to be exhibiting all the hallmarks of poor brand management.

On August 22, Woolworths announced the launch of a general all purpose, all singing and dancing credit card that can be used for purchases both within and outside Woolworths outlets and at group stores such as Dick Smith, Dan Murphys and Big W.

While a joint venture with global banking group HSBC and Mastercard, the Everyday Moneycard proudly carries the Mastercard mark but also the OLD Woolworths logo as does the Woolworths website, where you sign up for the card and the in-store and other advertising for the card.

And no one seems to have told Woolworths' advertising and media agencies. A similar story was repeated in newspaper and television advertising - the old logo continues to blaze in full colour.

None of this seems to make sense when in the same week Woolworths shrugged off the ACCC report into supermarket competition and announced the fresh new look would, as its head of marketing Luke Dunkerley is quoted as saying, "be instantly recognisable as Woolworths and be associated with the word fresh within a short time".

Here at DIFFUSION we wonder what Woolworths thinks is a "short time" and whether perhaps the flurry of announcements were designed to draw interest away from some of the more adverse findings in ACCC's supermarket competition report released on August 5.

More importantly, it demonstrates that large scale rebranding projects such as this are critical to Woolworths' long term strategy and require far more than a marketing department's control. A concentrated and well executed timetable, that is both realistic and cost effective, would forestall the impression that this is a hamfisted exercise. We wondering whether Woolworths' CEO Michael Luscombe isn't about to repeat some of the disasters from competitor Coles' rebranding efforts, which resulted in successive profit write downs from the botched Bi-Lo merger and John Fletcher's downfall.

Coles Express and predictable irrationality.

As gas prices rise around the world, it's not hard to see why consumers and governments are getting more and more irritated with gas retailers but perhaps they only have themselves to blame.

In Australia, the dominant supermarkets chains - Woolworths and Coles - have seen spectacular revenue growth from their entry into the petrol retailing market and a major contribution to this growth has been shopping docket priced discounts, mainly available through their supermarkets and liquor stores.

So when a furore broke over Coles' petrol pricing policies this week, it best illustrated the predictable irrationality around our brand based buying decisions.

Not less than two government pricing watchdogs, the Australian Competition and Consumer Commission and the new petrol price commissioner (yes, they do have one!!), warned Australian motorists to consider alternatives to the Coles Express stores following a survey into prices paid at the pump.

According to the price commissioner, Pat Walker, motorists who regularly used Coles Express discount dockets (available only after a $30 purchase in Coles Supermarkets and other Coles Group stores and offering an intial $0.03 off the per litre price), should shop around before buying petrol at Coles Express.

The Commission identified about 30 Coles Express sites in Sydney that were selling petrol for 155.9 cents a litre, when the average price was 143.3 cents a litre.

Although differences of 15 to 20 cents a litre among service stations were typical, the Commission had issued the statement because it believed the discrepancy was significant and was worried consumers might be buying out of habit.

The Commissioner's statement illustrates the kind of irrational behaviour identified by MIT professor Dan Ariely in his recent book, Predictable Irrationality: The Hidden Forces that Shape our Decisions.

In more than 20 years researching behavioral economics, Ariely discovered that people tend to behave irrationally in a predictable fashion. Drawing on psychology, economics and behavioral economics, Ariely's book demonstrates why cautious people make poor decisions about sex when aroused, why patients get greater relief from a more expensive drug over its cheaper counterpart (a 5 cent aspirin vs a 50 cent one), why we steal hotel soap. Or, in the case of Coles Express, why consumers are willing to buy petrol at more than 12c above the market rate just because they might benefit from a 3c cent or more discount.

According to Ariely, our understanding of economics which is currently based on the assumption of a rational subject, should, in fact, also be based on our systematic, unsurprising irrationality. It's also something that quantitative analysts in the financial markets have been dealing with for years.

Ariely argues that predictable irrationality provides an opportunity to gain a greater understanding of previously ignored or misunderstood forces (emotions, relativity, social norms and dare we say, brands) that influence our economic behavior brings a variety of opportunities for both consumers and brand owners to reexamine both individual motivation and consumer choice.

What's most interesting about the Coles Express example is that Ariely's predictable irrationality is being reinforced at the brand level. The station signage, ticketing and shelf ticketing provides a strong visual reinforcement of this irrational view that the consumer is actually saving. The constant message, right down to product naming, is always "saving".

Whether people associate Coles Express with value and hence saving, or its just plain laziness, can only really be explained by this predictable irrationality. And the brand messages simply serve to reinforce the perception of saving, even if it is, as the petrol price commission and the ACCC point out, it's not the case.

IPTV, is it "better TV" or just "more TV"?

TV is dead, long live TV.

Certainly, that's the view of Microsoft founder Bill Gates, when he delivered the keynote address to Microsoft's yearly gathering of its advertising partners from around the world at the company's eighth annual Strategic Account Summit, early this month.

And strangely Gates might be right.

According to Nielsen Media Research what is called prime-time "viewership" for the four biggest broadcast US networks, fell from 40.3 million to 37.6 million people.

What this means is that people seem no longer beholden to network television to determine both the time, programs and place of viewing. Soon it will also be about the the media they use to view TV.

And Gates, who's been catching up on his more visionary outpourings ever since he missed the initial internet bubble, sees a new media landscape dominated by internet protocol TV (IPTV), where people will own single, high-performance wireless devices, download high definition television from anywhere in the world (but using Microsoft middleware) and viewing becomes more social and personalized.

The sorts of macro changes he predicts includes portable computing devices (we're thinking something not unlike Apple's iPhone with huge amounts of storable memory pluggable into home networks), which work anywhere and in any environment on any platform.

"We need to make things more user-centric", said Gates.

He thinks too much of digital media is designed on a per-device basis and he sees that changing, both in terms of the development of single devices that DIFFUSION believes can be used in all environments - home, office, play - as well as in all contexts while running on seamless various Web-based communication platforms.

Gates is obviously an avatar for IPTV, which Microsoft has made significant investments in. Microsoft is working with 16 customers in 15 countries on four continents around the world with nine of those customers commercially deploying IPTV services including AT&T U-verse, BT Vision, T-Home from Deutsche Telecom and Bluewin TV from SwissCom

"There's no way broadcast infrastructure over these next five years will not be viewed as competitive. The end-user experience, and the creativity, the new content that will emerge using the capabilities of this environment will be so much dramatically better, that broadcast TV will not be competitive, " he said.

"In this environment, the ads will be targeted, not just targeted to the neighborhood level, but targeted to the viewer. And more and more as the viewer is coming to a TV set, either through just choosing off a menu, or recognizing voice, or some video type thing, it will actually not just know the household that that viewing is taking place in, but will actually know who the viewers of that show are."

Microsoft demonstrated how IPTV worked at the presentation, including its capacity for virtual tuning, instantaneous recording of up to four programs from a digital EPG, true video on demand, high definition display and recording. They wrapped it in the moniker of "better TV".

Gates made similar bold predictions for the future of gaming, which is already seeing the Xbox combine with a set top box to enable new forms of social gaming.

So what will happen? When will we really see what Gates calls "better TV"?

Most people, in Australia and the rest of the world, still receive traditional broadcast TV. IPTV and on-demand video won’t change typical viewing behavior for some time (only because we're never going to get it real soon) but TV is changing and will continue to change, because the Internet is forcing it to. However, we're more likely to see a more cumulative change, as is being reported by Neilsen, rather than massive, dramatic change.

Certainly Australia hasn't been very exposed to the joy of TiVo and Foxtel's IQ is limited to subscribers and companies like ICTV has struggled, but programming, the product and carefully synced ad placement is something the networks in Australia have already started toying with.

However, three strands of broadcasting will emerge - traditional network broadcasting, subscription TV and narrowcasting using IPTV, the last we believe will become the most dominant. Companies like YouTube and Google Video will embrace IPTV and start to mimic traditional network programming in much the way Pay TV channels do but with more user centric programming. In addition, new companies like Vquence will provide the kinds of advertising solutions which allow narrowcasters to integrate real clickable advertising into programming.

Gates is right when he says that convergence is a key area driver for future television. IPTV will be broadcast across all types of devices but via a single platform (something he's hoping that XBox is a harbinger of). But it's also going to be influenced by digital rights management and the whole IP debate around content ownership. And that's a very fluid area right now, particularly on the heels of YouTube's capitulation to US content owners (the networks and studios). While we're not likely to see a repeat of Napster, we are likely to see IPTV circumventing the four/five channel monopolies in this country.

While there certainly is demand for IPTV services in Australia. In 2005 Australia, the second biggest group of TV downloaders in the world, was responsible for 15.6 per cent of illegal downloads of mainly US content.

But we're not likely to see a commercial IPTV platform in Australia until the kind of broadband networks with fibre to the node and in the home is a reality. And that seems to be what some of the argument between Telstra, the G9, the Australian Government and the ACCC is really about. The reality is we need to be able to get speeds up to 26 megabits per second, when most home systems run at 256 kilobits and therefore unable to support three high definition channels, VOD, VOIP and full internet access.

For the time being we're going to see viewers struggle along with video over the internet (JumpTV or iTunes, for example) and more makeshift offerings from Telstra and Foxtel, who initially promised IPTV in 2005. In the meantime, the traditional networks, both in the US and Australia, will continue to see the kinds of change Neilsen has begun to report.