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Nestle’s Breakers campaign with Shazam leads to faster innovation

Nestle reducing campaign development time from years to months

Nestlé is slashing campaign development time to months

The success of a partnership between Nestlé and Shazam has proven to the confectionary and FMCG giant it can reduce campaign development and roll-out from years to months or less, the head marketer for Nestlé confectionary has revealed.

Nestlé is moving to shift more of its budget into digital engagement strategies as its partnership with Shazam continues to drive sales of the Kit-Kat line.

Nestlé partnered with Shazam and J. Water Thompson to roll-out an election campaign timed to match the announcement of the July 2 poll, proving that its increasing shift to digital was allowing it a new level of flexibility and engagement.

 

The campaign allows consumers to use Shazam to recognise Kit-Kat labels and join the mock political parties created by the brand.

“The time frames we are working to are being drastically reduced as new technology allows us to be in market quicker and to test and change as we start to get feedback,” Chris O’Donnell, head of marketing at Nestlé Confectionery told Mumbrella.

“What we are trying to do at a macro level is starting to accelerate what we call our ‘digital footprint’, experimenting with innovations, technology and really trying to find new ways of delighting our consumers.

“We are really looking at how we can be at the forefront of new technologies.”

“We have done a lot of work around experiential and pop-up and how we can integrate technology into that experience. Shazam was using a known technology but in a completely different way,” he said.

“As an organisation we are really trying to shift from traditional marketing communications to being  a lot more focused around innovation, a lot more focused around technology and really starting to accelerate our digital presence and start to build for the future a whole new eco-system that is going to create a different way in which we engage with consumers.”

O’Donnell said that it was important to have strong overlay of creative to the support the technological innovation the company was now adopting.

“What it allows us to do is bring all of our touch-points together. That’s allowed us to create – probably for the first time, an ecosystem,” he said.

“I think, historically ,a lot of marketers speak about 360-degree campaigns but the reality is they are all individually separate. What this allowed us to do is connect it all.

“Our TV ad was Shazamable, our point of sale, our packaging, our out of home, everything could then be connected digitally through mobile that was connecting consumers though the one location.

O’Donnell said one of the necessities of working in such an environment was having a team that was flexible, dynamic and able to respond quickly to developments.

“We want to be out there quickly talking – within hours in some instances – on something that’s just happened in the market.

“I think what you will see more from Nestlé is campaigns like this. We are really starting to transition from our traditional approach to communications to shift our mix to be more focused on digital and mobile is a priority for us as a business but also how we use technology as an enabler that engages our consumers.

“We want to be much more present throughout the year, not just focused on periods that we can block out in a calendar then advertise behind.

“How we get innovation into the heart of a business is critical. From here it starts to cascade; it starts to be a snowball effect. We start to get a lot more confident in the way in which we engage the consumers using technology and then start to apply this out into the market.”

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