branding lab topic€¦ · 1. branding lab context 6 research insights * 31/33 respondents from the...

CORINA JULIANE MARIA SCHÜTZE 3019

BRANDING LAB TOPIC:

How Can L’Oréal Relaunch Fructis as a Disruptive Brand

for Millennials in Portugal?

INDIVIDUAL PROJECT TOPIC:

How can brands break the stigma that natural ingredient-based

products perform less than chemical ones? Global Analysis and Key Takeaways for the Relaunch of Fructis

A Work Project, presented as part of the requirements for the Award of a Master

Degree in Management from the NOVA – School of Business and Economics

January 6, 2017

A Project carried out on the Master in Management Program,

incorporated in the Branding Lab in collaboration with Garnier Fructis,

under the supervision of: Professor Catherine da Silveira

This individual report should be read just after the global report

2

AGENDAAbstract…......................................................................................................... 2

Table Of Tables…............................................................................................. 2

Table Of Figures…............................................................................................ 2

1. Branding Lab Context............................................................................ 4

1.1 Objectives…………….................................................................. 4

1.2 Methodology………………......................................................... 5

1.3 Research Insights…………………………………………………... 6

1.4 Relaunch of Fructis……………………………………………….... 8

1.4.1 Why, When and How………………………………..… 8

1.4.2 Brand Identity………………………………………….... 10

1.4.3 In Portugal……………………………………………….. 11

2. Adressing My Individual Work Project Topic: Breaking the stigma.. 12

2.1 Cultural Shift…………………………………………….................. 12

2.2 Methodology……………………………………………................ 13

2.3 Model…........................……......................................................... 14

2.4 Analysis……………………………………………........................... 15

2.4.1 Overview...................................................................... 15

2.4.2 Benchmark…............................................................... 16

2.4.2.1 Coca-Cola Life…....................................... 16

2.4.2.2 Stella McCartney…................................... 18

2.4.2.3 Tesla….......................................................... 20

2.4.3 Conclusions ………………….…................................... 22

2.5 Key Takeaways for Fructis’ Relaunch…................................... 23

2.6 Recommendations for Fructis’ Relaunch................................ 24

2.6.1 Performance………………………………….……….... 24

2.6.2 Authenticity…………………………………….……...... 24

2.6.3 Aspiration……………………………………….……...... 25

3. Limitations…............................................................................................. 26

4. References…........................................................................................... 27

ABSTRACT, TABLES & FIGURES

This individual assignment aims to make recommendations about

how Fructis, as a natural ingredient-based brand, can convince

consumers of the fact that this kind of products perform as good as

chemical ones. To achieve this, consumers’ perceptions have to be

re-educated. Therefore, a model was deducted from the

“learning” approach of Pestalozzi. This was tested on the

communication strategies of the natural ingredient-based brands

Coca-Cola Life, Stella McCartney and Tesla. The main insights from

this analysis are that Fructis should, in order to break the previously

mentioned stigma, build up its communication strategy on three

pillars: Performance, Authenticity and Aspiration.

Keywords: Natural ingredients, Performance, Authenticity,

Aspiration

TABLE OF TABLES

ABSTRACT TABLE OF FIGURES1. Two distinct orientations of the hair care market in Portugal………….. 6

2. Categorization of Fructis within the two existing orientations…………. 7

3. Overview of ingredients of new Fructis formulas…………………………. 8

4. Packaging of relaunched Fructis Shampoos……………………………... 9

5. Superfruit trends on Instagram……………………………………………….. 9

6. The creation of a new hair care orientation……………………………… 11

7. Three categories to address a consumers learning process…............. 14

8. Coca-Cola Life on Instagram…............................................................... 16

9. Comment on Twitter from Coca-Cola Life consumer…........................ 17

10. Coca-Cola Life combined with healthy and unhealthy food….......... 17

11. Coke line of The Coca-Cola Company…............................................... 17

12. Stella McCartney on Instagram…............................................................ 18

13. Stella McCartney with her father Paul McCartney on an Instagram... 19

14. Falabella bag by Stella McCartney…..................................................... 19

15. Tesla on Instagram…................................................................................. 20

16. Instagram Post by Tesla Driver (2017)...................................................... 21

17. Digital Interior of Tesla car......................................................................... 21

18. Car in the movie “Back to the Future”…................................................. 21

19. Tesla Model X….......................................................................................... 21

20. Supermarket shelf with bottles in both, mini and regular sizes…........... 24

21. Example of potential product review on YouTube by Digital

Influencer…................................................................................................ 24

22. Instagram pictures in relation with superfruits and healthy lifestyle….. 25

3

1. Research sample characteristics…............................................................. 5

2. Data Collection Matrix…............................................................................. 5

3. Brands analysis grid…................................................................................... 15

4. Brand Assessment......................................................................................... 22

5. Aspects to consider for the consumer “learning process”…................... 23

1. BRANDING LAB CONTEXT

4

OBJECTIVES

*For the ease of reading “Garnier Fructis” will be stated as “Fructis” in this work project

This Individual Work Project is conducted within the scope of the Fructis* Branding Lab, at Nova School of Business and Economics (Nova SBE), in the

academic year of 2016/17, and is based on a collaboration with the Garnier Fructis management team of the L’Oréal Group. A confidentiality

agreement was signed by Nova SBE representatives and by the five students involved in the project, as well as the L’Oréal team responsible for the

relaunch of Fructis, on September 30, 2016.

The main objective of the Branding Lab is to support Fructis in implementing a new positioning to regain a high market share. This project is developed to

address the following question: “How can L’Oréal relaunch Fructis as a disruptive brand for Millennials?”

In order to answer this question, an initial phase of brand diagnostic was carried out, followed by a second phase of recommendations. In order to

develop these recommendations, our advisor met the Fructis management team to define five specifically relevant topics within the scope of the global

project, that should address the management problem from different perspectives and nurture the global recommendations for the relaunch of Fructis.

The objective of this Individual Work Project is to explore how brands can break the stigma that natural ingredient-based products perform less than

conventional chemical ingredient-based products. This research question will be addressed by the means of secondary data analysis.

Fructis Users

Have bought Fructisat least once in the

past 4 months

Fructis Droppers

Have bought Fructis at least once in the

past 7 years but not in the last 4 months

STORE OBSERVATIONS IN-DEPTH INTERVIEWS

Consumers who consider and/or

buy a hair care product in a store*,

in particular those who seem to be

aged 18-35 years old

Consumers who consider and/or

buy a hair care product in a store*,

in particular those who consider

and/or buy Fructis

How do

Millennials

behave

regarding

hair care?

Why has

Fructis lost so

much

market

share?

18-25y Millennials

Have bought for themselves at least

one hair care product in the last

year

26-35y Millennials

Have bought for themselves at least

one hair care product in the last year

STORE OBSERVATIONS IN-DEPTH INTERVIEWS

• Explore the hair care consumer

decision journey, in particular Millennials

• Millennials’ behavior regarding

hair care products

• Brand perception of Fructis and

competitors

• Explore the hair care consumer

decision journey, in particular

the one of consumers who consider and/or buy Fructis

• Why are current consumers

using Fructis?

• Why have former consumers

stopped using Fructis?

• How do current and former

consumers perceive Fructis?

How do

Millennials

behave

regarding

hair care?

Why has

Fructis lost so

much

market

share?


5

METHODOLOGY

* Observations were conducted at five Continente stores in Lisbon and Porto : Colombo, Amadora, Bom dia Laranjeiro, Norteshopping and Antas.

The brand diagnostic phase was designed as follows:

• Two major research questions were defined:

1) How do Millennials behave within the Portuguese hair care market?

2) Why has Fructis lost so much market share?

• Both primary research and secondary research were conducted to address these research questions. Primary data was collected firstly via

examination of 316 consumers during store observations*, followed by the conduction of 32 in-depth interviews with current Fructis Users and Fructis

Droppers, and 33 in-depth interviews with Millennials. These Millennials were split into two sub-targets, 18-25 year olds and 26-35 year olds, in order to

capture the differences that may occur between age intervals. Moreover, secondary data on social development of Millennials in the world was

analysed, in order to compare the findings of the primary research conducted in Portugal with global Millennial habits and trends.

The detailed sample characteristics for store observations and in-depth

interviews were predefined as displayed in the following matrix:

The information to be collected from store observations and in-depth

interviews was predefined as displayed in the following matrix:

Table 1: Research sample characteristics

Source: Primary Research

Table 2: Data Collection Matrix



6

RESEARCH INSIGHTS

* 31/33 respondents from the Millennials target

** 2/33 respondents from the Millennials target

Based on our research, it appears that the behavior of Portuguese Millennials regarding hair care is guided by two distinct orientations:

• Perfection Orientation: The vast majority of consumers* searches for effective products to address their hair concerns, not caring about potentially

harmful ingredients for both their health and for the environment. They choose brands like Pantene or Elvive with ‘technology-based formulas’ to

achieve immediately visible results such as curl definition, straightening or damage repair.

• Natural Orientation: A few consumers** are willing to sacrifice results to a certain extent in exchange for the use of more natural ingredients. They

choose brands such as Ultra Suave with “natural ingredient-based formulas” to preserve hair health.

6

Figure 1: Two distinct orientations of the hair care market in Portugal according to the Millennials perceptions

Source: Original Content

Emblematic brand: Other related brands: Emblematic brand: Other related brands:

• Immediate visible results

• Performance

• Short-term vision

• Hair care products as a solution to

main hair concerns

• Trade-off: Acceptance of a less

perfect look for the use of more

natural ingredients

• Long-term vision

• Healthy & environment-friendly

lifestyle

PERFECTION ORIENTATION NATURAL ORIENTATION

MILLENNIALS’ HAIR CARE ORIENTATIONS


7

RESEARCH INSIGHTS2. Why has Fructis lost so much market share?

The answer to this question is associated with two main issues pertaining to the launch of the brand:

1) In general, Fructis is not considered anymore a quality brand: the brand was launched very quickly and many formulas fail to address consumers’

hair concerns in the long run. However, a few of Fructis’ products are perceived to be good, namely Hidra-Caracóis and Anti-Caspa, making Fructis

users loyal to these few respective products, not to the brand.

2) Fructis is not perceived as a "natural brand" according to the definition of natural currently used by Millennials: When the brand was launched it was

perceived as natural by Baby Boomers' but this definition has changed over time.

Considering the two opposite hair care orientations previously identified, one can see that nowadays Fructis fits neither. The overall poor quality of the

formulas do not allow Fructis to compete as a ‘perfection-oriented’ brand, and the use of mostly chemical formulas exclude Fructis from the ‘natural

orientation’ as well.

Figure 2: Categorization of Fructis within the two existing orientations


As a middle-market brand, not significantly cheaper than competitors, and by not fitting either orientation, many consumers do not perceive Fructis as agood purchase compared to other brands.



The definition of ‘natural’ differs between generations. At the time of the launch, Fructis could have been considered a ‘natural’ brand by Baby Boomers but not by Millennials.

As a brand……not perceived as a quality brand.

As a product……specific good solutions such as curly hair.


8

RELAUNCH OF FRUCTIS ∙ WHY, WHEN AND HOW (1/2)

*Except for Germany, where the brand managers have adopted a low price strategy, which is not an option for the Portuguese market**Formulas for Curls (Hidra-caracóis) and Anti-Dandruff (Anti-Caspa), because current consumers are especially loyal to these formulas

Figure 3: Overview of ingredients of new Fructis formulas

Source: L’Oréal Portugal

The relaunch of Fructis that will globally take place in April

2017 includes changes in terms of formulas, packaging, price

and communication strategy. One objective of the relaunch is

to pull market share from the market leader Pantene (Market

Share in Portugal: 18,7% YTD August 2016).

Time and money were invested in order to create new

formulas* which are not only more natural and healthier but

also more effective than the current ones. This reformulation is

based on the combination of fruit extracts and technology.

Additionally, several of these new formulas were developed

without silicone, parabens and/or sulfates, in order to attract

health-conscious and environment-friendly consumers

(L’Oréal, 2016).

Fructis was launched in 1996, after a very short time of product development. The brand entered the market as a disruptive hair care brand characterized

by its shiny green packaging and rebellious advertising. In just three months Fructis became the number two hair care brand worldwide. However, in

recent years, the brand has been losing market share all over Europe*.

In particular in Portugal, where Fructis achieved its highest market share of 14,5% in 2006, Fructis’ market share has been continuously decreasing since

2008, reaching 8,3% in YTD August 2016 (Figure 2). This trend has not been reversed so far, even with a portfolio extension in 2009 which introduced a

wider range of colourful packaging. Given this, L’Oréal has decided to take action globally by relaunching Fructis completely, again as a disruptive

brand, fitting tightly the latest lifestyle trends of the new generation of 18-35 year olds, the so-called Millennials (L’Oréal, 2016).

The new packaging will be transparent to better communicate the new positioning of

“naturalness” and authenticity (“What you see is what you get”). As the new products better

address consumer needs and are also more costly to produce, the range will be sold for a

higher price. Initially, the new products will be introduced in the form of a promotion by

attaching a bottle of the new formula to the current one.

The relaunch will be handled as a launch, attracting both current consumers and new

potential consumers, with a “disruptive go-to-market strategy”. In order to follow the current

trend of more natural and health-conscious consumers, Fructis will focus its communication

strategy on the power of Superfruits, using the slogan “Superfruits for Super Hair”. Especially the

flavour Coconut is expected to receive a hype in 2017. This strategy will be communicated

strongly on a digital basis, for instance, using influencers on Instagram, in order to reach the

aspired millennial consumers, the “Don’t Bullshit Me Generation”.

To sum up, Fructis will be relaunched as a “modern, efficient, natural, value-[adding],

[connecting], [evolutionary], stronger, healthier [and] authentic” brand.

1. BRANDING LAB CONTEXTRELAUNCH OF FRUCTIS ∙ WHY, WHEN AND HOW (2/2)

Figure 4: Packaging of relaunched Fructis ShampoosSource: L’Oréal Portugal

Figure 5: Superfruit trends on InstagramSource: L’Oréal Portugal

#SUPERFRUITS FOR SUPER HAIR

9

1. BRANDING LAB CONTEXTRELAUNCH OF FRUCTIS ∙ NEW BRAND IDENTITY

* The Brand Identity is what a brand manager likes the brand to be, what it stands for and what makes it unique. For more information on Brand Identity, please check Exhibit 1.

With the relaunch, a new brand identity* is suggested. In order to build Fructis’ brand identity, the insights provided by the Fructis management team are

translated into the Kapferer’s Identity Prism model. This framework consists of six dimensions: Physical, Relationship, Customer Reflection, Personality,

Culture and Self-Image. Due to the ongoing brand defining process, the components “Relationship” in terms of Intangible Assets and “Culture” in terms of

Status, can not be stated at this moment, but will be shaped and defined throughout this work project.

CultureGarnier Values:Natural Beauty, SustainabilitySubstance:Efficient (Better Formulas Due To High-end Technology),Natural And Powerful (Superfruits As Main Ingredient),Healthier (Free Of Parabens), More Environmentally Friendly(Mostly Free Of Sulfates And Silicone, Recyclable Packaging)Status:Aims To Be Modern, Disruptive, Inspirational By Adopting TheNew Fructis Lifestyle, Connected, Reasons To Believe Still ToBe Defined

Self-Image“I am breaking the rules”, “I have my own identity”,“I am doing good to myself and to the environment”,“I want the latest technology product”,“I believe in the power of superfruits”,”I enjoy when my hair looks natural”,“I want to share my experiences with my friends”

PersonalityDisruptive, ”Rule Breaker”, Cool, Healthy, Environment-Friendly,Sociable, Authentic, Digitally Connected, Active

RelationshipTangible

Quality Products, Super Hair, Natural Hair Look, Environment-Friendly Products, Healthier Formulas With Higher Quality, The

Power Of Superfruits

IntangibleStill To Be Defined

PhysicalNew Hair Care Fructis Products, New Formulas, New Packaging, Revised

“Garnier Fructis” Logo, Green, Superfruits, Natural Look, Recyclable Packaging, Cleaner Formulas (Free From Parabens, Limited Use Of

Sulfates And Silicones)

Customer ReflectionYoung, Active/Sportsperson, Adventures, Health and Environmentally

Conscious, Self-expressing Style, Sociable, Digital Oriented, Sharing New Experiences with Friends

10


11

As stated before, Portuguese Millennial hair care consumers are mostly ‘perfection-oriented’. In fact, the number of ‘natural-oriented’ Millennials in

Portugal is still very small and, so far, this trend seems to be restricted to trendsetters.

Considering both the context of the Portuguese hair care market as well as Fructis’ new identity based on the combination of fruit extracts with

technology, one can see that the brand aims at creating a new hair care orientation, one that combines aspects from both current orientations in new

formulas which are at the same time more natural and more effective.

Since the relaunch of Fructis implies the rise of a new hair care orientation in the Portuguese market, a way must be found to convince Millennial

consumers to shift towards the new orientation.

NEW ORIENTATION



Figure 6: The creation of a new hair care orientation


RELAUNCH OF FRUCTIS ∙ IN PORTUGAL

2. ADDRESSING MY INDIVIDUAL WORK PROJECT TOPIC

12

CULTURAL SHIFT

*This work project focuses on health and environmental concerns but a variety of different concerns can be stated (such as fair trade, organic production etc.)

In order to address my individual topic of “How can brands break the stigma that natural ingredient-based products perform less than chemical ones?” it

is essential to go back in history to understand why especially perfection-oriented millennial consumers ae skeptical about the perfomance of such

natural ingredient-based products.

During the times of world war and revolutions, people were concerned about their survival. Water, food and equivalent goods, no matter which

ingredients they included, were rationed strictly, in order to secure the life of the whole family for weeks. In the following decades, with the raising wealth

in society, more people were able to afford a better living and thereby consuming without restrictions. This led even to an overconsumption leading to

food waste. People got used to their new lifestyle, not being concerned about the impact their consumption has on their health and on the environment*

(Thomele, 2015).

Over time, with the raising attention payed by governances, a huge amount of studies addressing exactly these questions were published and their

results were spread by mass media. Some people started to reflect on their own health and the influence of their consumption on environment. By that

they began challenging brands to invest in the development of products out of natural- and environmentally friendly ingredients products, to make it

easier for these empowered consumers to life a conscious life without restricting themselves. Still, companies first had to develop new ideas, technologies

and products, in order to fulfill the needs of this new consumer segment (Kasriel-Alexander, 2016; Oliver, 2013).

In order to show consumers, that their concerns were treated seriously, many companies went to the market with new products, that promised more

natural ingredients that were supposed to be better for the consumers health and having less impact on the environment. But most of these products

were not able yet to show the same level of performance as traditional products did and for this consumers often even had to pay a premium. Therefore,

consumers learned that buying a natural ingredient-based products was not necessarily a good choice (Oliver, 2013).

In contrast to the beginning of this movement in the 1970s, many companies are now able to serve both, the need for more natural ingredients, but also

the need of performance, via its meanwhile well developed technologies (Oliver, 2013). The relaunched Fructis formulas will prove this too (L’Oréal

Portugal). Now, the perception of weak performance of these natural ingredient-based products, that was learned by the consumers in earlier product

development stages of many brands, has to be re-educated to a comparable performance perceptions, in order to also convince perfection oriented

consumers to consider natural ingredient based products as an option for themselves.


13

METHODOLOGYFor addressing the question of this Individual Work Project, 1) a scientific approach from a “social reformer and educator“ (Pestalozzi Website, 2016) is

reviewed in order to define a model for the re-education of consumers. 2) The model is then tested on validity and feasibility on three practice examples.

The brands that are chosen for the analysis already went to the market with a natural ingredient–based product. Subsequently, in order 3) to create

suggestions for the relaunch of Fructis in Portugal, findings from both, the diagnostic phase and the individual topics are processed.

Literature Review on how science approaches the topic

as well as Model Creation

(Sources: Research Journals, Papers, Articles)

1

Analysis of the communication strategy of three brands with natural- ingredient

based products according to the previously identified model

(Sources: Case Studies, Articles, Corporate Websites and Social Media Channels)

2

Connection of all insights from global and individual work to suggest relevant

aspects for the new communication strategy of Fructis

3

ASPIRATION– Heart –

AUTHENTICITY– Head –


14

MODEL

PERFORMANCE– Hand –

In order to address the question, “how brands can break the stigma that natural-

ingredient products perform less than chemical ones”, a certain “learning” has to

take place to implement a change in consumers minds to change their

behaviors. Therefore, the approach of Johann Heinrich Pestalozzi (1746 – 1827)

who stated that “learning [happens] by appealing to the [hand], head, [and]

heart” (Witoszek, 2016) is taken as a foundation for a model. Therefore, three

categories are defined in order to address the consumers “learning” process:

1. “Performance” of a product or service in form of understanding and

experiencing it, appeals to the “Hand”.

2. “Authenticity” of practices, ingredients and communication appeals to a

consumers “Head”.

3. “Aspiration” of a brand and product touches the “Heart”.

Approaching this model from the millennial generation point of few, several

overlaps can be identified according to their priorities, values and wishes. For

millennials “[g]etting a good deal is a priority“, but (1) they won’t compromise on

quality”, as well as the fact that (2) “Millennials put a premium on [authenticity]”

(Nielsen, 2014). Moreover, with the raise of social media also digital narcissism

occurred, so that (3) Millennials are seeking for inspiration and attraction by

brands as “[t]hey value self-expression and artistic pursuits” (Nielsen, 2014).

The hypotheses that all three previously mentioned categories have to be

addressed in order to enable a successful re-education of consumers, will be

tested on the following slides.

Figure 7: Three categories to address a consumers learning process;

Source: Original Content, based on Witoszek (2016)

2. ADDRESSING MY INDIVIDUAL WORK PROJECT TOPIC • ANALYSIS

15

OVERVIEWIn order to test the proposed model three praxis examples will be analyzed, in order to better understand the practical implications of each category

(Performance, Authenticity, Aspiration) and to understand the validity and feasibility of the model. For this analysis, the following brands, which aim to

attract more health and/ or environmental conscious consumers with their natural ingredient-based products, are selected:

• Coca-Cola Life is a line extension of the Coke line of The Coca-Cola Company (TCCC) that takes advantage of the natural sweetener Stevia and a

natural sugar substance (Koch, 2016).

• Stella McCartney is a fashion label that uses mostly natural fabrics since the very beginning (Keinan and Crener, 2015).

• Tesla is a pioneer in electric car manufacturing (Dyer et al., 2015).

As communication efforts can serve more than one category at the same time, in the following analysis, one aspect is defined to be part of one

category on basis of the estimation of the category in which it has the biggest impact.

Performance

Authenticity

Aspiration

Performance

Authenticity

Aspiration

Performance

Authenticity

Aspiration

Natural ingredient: Natural FabricsNatural ingredient: Stevia Leaf Extract and

Cane SugarNatural ingredient: Electricity

Table 3: Brands analysis grid; Source: Original Content

2. ADDRESSING MY INDIVIDUAL WORK PROJECT TOPIC • ANALYSISBENCHMARK • COCA-COLA LIFE (1/2)

16

Coca-Cola Life is the line extension of the existing cola drinks of TCCC (Coca-Cola Original, Zero and

Light) and was launched in 2013. Stevia is used as a natural sweetener with zero calories. To ensure a

superior taste experience, the product contains cane sugar, that is a healthier variant of sugar.

Therefore, the product offers less calories (27 kcal/100ml) than Coca-Cola Original (42 kcal/100ml) but

still more than Coca-Cola Zero or Light (0 kcal/100ml) (Coca-Cola Website, 2016). It differs in terms of

taste from the other Coke drinks of TCCC, as Stevia has a slightly bitter aftertaste, but still contains

caffeine (Koch, 2016).

Moreover, the drink is distributed in TCCC’s “ "PlantBottle,” which [is] made from 100 per cent

recyclable material” (Koch, 2016) and colored in green and labeled with ”a small [stevia] leaf” and

the indication of “Life” in “italic font” (Koch, 2016). For distributions, TCCC is using the same, wide,

distribution network than for Coca-Cola Original, to reach out to all costumers on the market

(“supermarkets”, “food services”, “drinking places”) (Koch, 2016).

The launch was based on “multimillion-dollar communication campaigns across multiple channels”,

but always related to the local launch campaign designed specifically for each market. The

corresponding TV Ads focused for instance on parenting and raising a new life in Argentina (Koch,

2016). In order to make consumers try the new formula, TCCC offered “sample drinks for free” in

selected places (Fragan, 2015).

Coca-Cola Life is communicating with its consumers via its social media channel Twitter, active

communication via Instagram was stopped in December 2015 and an official Facebook page does

not exist. The brand communicates with a strong focus on the “sweetness” (the sweet taste) of the soft

drink and emphasis its natural ingredients. Hence, a combination of the green can with foods, healthy

(for instance with vegetables, fruits) and unhealthy (such as fried chicken, chips, tacos) is

demonstrated (Coca-Cola Life Instagram, 2015; Coca-Cola Life Twitter, 2016).

Figure 8: Coca-Cola Life on Instagram;

Source: Coca-Cola Life Instagram Page (2016)

2. ADDRESSING MY INDIVIDUAL WORK PROJECT TOPIC • ANALYSISBENCHMARK • COCA-COLA LIFE (2/2)

17

Several blind tests have proven that many consumers prefer the Coca-Cola Life drink over the

Original, Zero or Light product (Koch, 2016). Consumers may expect a very sweet taste of a Coke

produced by TCCC. As the brands communication strategy is emphasising on communicating this

sweet taste, consumers may be motivated to give Coca-Cola Life a try, as the communication is

consistent with the idea they have in mind about products of TCCC. As the product contains caffeine,

the product has the same energizing effect than the consumer is used to from other TCCC cola drinks

(Coca-Cola Website, 2016). Consumers are sharing their positive experiences with the product via

social media channels, especially after the receive of a free sample drink (“#GotItFree” in Figure 9).

With its green product branding Coca-Cola Life may attract health conscious consumers.

Still, the brand Coca-Cola stands for happiness and a community of consumers for decades. The red

can or font color is characteristic for its products and learned by the consumer. It implies the “symbolic

benefit”, that consumers associate Coca-Cola products with “[a certain] taste [and] smell […]“. By

introducing Coca-Cola Life with a green can and white font, the new brand does not take

advantage of these benefits (Fragan, 2015). Moreover, because of the distinct labeling, consumers

may struggle to identify the brand because “the branding in [their] minds does not match that on the

shelves“ (Fragan, 2015).

Coca-Cola Life, with its green packaging and the stating of natural ingredients, is easily to identified

as a healthy drink (Koch, 2016).

Still, this more health conscious drink receives limited credibility, because it originated from TCCC that

is perceived as very unhealthy. On social media this conflict is also visible, as the brand communicates

Coca-Cola Life both as part of a healthy nutrition as well as a part of unhealthy nutrition (Figure 10).

Moreover, it is mixing the communication about the products strong sweet taste, that is learned as

unhealthy, with the strong green labelling in terms of health and environment (Coca-Cola Instagram

Page, 2015, Coca-Cola Twitter Page, 2016).

?

AU

THEN

TIC

ITY

PER

FO

RM

AN

CE

ASP

IRA

TIO

N

Figure 9: Comment on Twitter from Coca-Cola Lifeconsumer; Source: Coca-Cola Life Twitter Page (2015)

Figure 10: Coca-Cola Life combined with healthy and unhealthy food; Source: Own demonstration based on Coca-Cola Life Instagram Page (2016)

Figure 11: Coke line of The Coca-Cola Company; Source: Own demonstration based on Beveragedaily

x

2. ADDRESSING MY INDIVIDUAL WORK PROJECT TOPIC • ANALYSISBENCHMARK • STELLA MCCARTNEY (1/2)

18

Stella McCartney is a brand of the Kering group, a “French multinational luxury conglomerate”. The

brand is known for its efforts spent to change the approach of the fashion industry towards a more

sustainable business (Keinan and Crener, 2015).

The label focuses on the design of “wearable, effortless and timeless clothes”. Natural and

environmentally friendly fabrics are used as much as possible, and by doing so is Stella McCartney “the

first and only luxury brand committed to not using leather, fur or skins in any production”. To keep the

focus on a “desirable and attractive” design, natural materials (such as “naturally sourced yarn”,

“organic fabrics and low-impact dyes”) are only used as long as “a high quality product” still can be

created. The limited varieties of natural fabrics forces her “often […] to blend conventional material

wirth organic ones”. But “Stella McCartneys’ [philosophy is still] “[s]omething’s better than nothing.” The

sustainable approach goes beyond the production of the products and even reaches to “a

commitment [of] being a zero deforestation company“ (Keinan and Crener, 2015).

The fact that Stella McCartney uses “[e]co-friendly materials wherever possible” is not part of her

“advertising and communication campaigns” because she says about herself ”I am a fashion

designer. I’m not an environmentalist”. Therefore the advertising should focus on the product and not

on her sustainability efforts. Instead, the communication is based on collaborations with brands like

Adidas and H&M, in order to raise awareness for the design excellence Stella McCartney stands for.

Moreover, she is collaborating with individuals and groups outside of fashion (such as Madonna, Annie

Lennox, Disney and non-profit organizations) (Keinan and Crener, 2015). Her social media appearance

is based on a mixture of presenting her designs, placement of political messages and personal content

(Stella McCartney Facebook Page, 2016; Stella McCartney Instagram Page, 2016; Stella McCartney

Twitter Page, 2016).

Figure 12: Stella McCartney on Instagram;

Source: Stella McCartneys Instagram Page (2016)

2. ADDRESSING MY INDIVIDUAL WORK PROJECT TOPIC • ANALYSISBENCHMARK • STELLA MCCARTNEY (2/2)

19

Stella McCartneys goal is to create the designs in a way that “no compromises for [the] customer”

are created. This approach is successful as her designs are even quoted for instance as a „not-silk-

taffeta-but-it-looks-like-it trench coat“. With the fact that even models (such as Kate Moss) and

Hollywood stars (such as Cameron Diaz) are wearing her designs, it is “indirectly” communicated to

the masses, that the designs are excellent. Moreover, even Gwyneth Paltrow (“actress, singer and food

writer”) gave credit to Stella McCartney’s designs in public (Keinan and Crener, 2015). This quote

(displayed on the right) was spread, also underlining Stella McCartneys great expertise in design.

Stella McCartney is creating an aura of creativity while collaborating with individuals and groups

outside of fashion but inside entertainment and art.

Even though, “McCartney [defines] her company as a luxury house that provides affordable pieces

[…]”, which decreases the aspirational aspect of a luxury brand because the brand becomes

accessible thereof. Also the substitution of precious for eco-friendly fabrics, as such as leather for

albeit, has the impact that her pieces are not necessarily perceived as luxury goods, because this

fabric is usually used in less exclusive products (Keinan and Crener, 2015).

Stella McCartney is very consistent in her sustainability approach. As the label uses “eco-friendly

materials” and procedures since the very beginning, this consciousness it part of the “brands ethos”.

Also the “commitment to being a zero deforestation company” goes in line with this. Stella McCartney

is not using her approach to communicate as an “environmental brand” but as a “responsible brand”,

that reduces attack space from critics who would blame her for instance for traveling by plane.

Moreover, her collaborations with non-profit organizations demonstrate her intrinsic motivation again

(Keinan and Crener, 2015). Her social media appearance is down to earth, showing for instance

private pictures with her father (Figure 13). This makes her credible and appearing responsible as a

human being.

“She has all these amazing women who

wear McCartney dresses. We all

represent different aspects of a woman.

. . . [Stella has] something from each of

us.”

Gwyneth Paltrow (Keinan and Crener, 2015)

Figure 13: Stella

McCartney with her

father Paul McCartney

on an Instagram;

Source: Stella

McCartneys Instagram

Page (2016)

Figure 14: Falabella

bag by Stella

McCartney; Source:

MyTheresa.com

?

AU

THEN

TIC

ITY

PER

FO

RM

AN

CE

ASP

IRA

TIO

N

2. ADDRESSING MY INDIVIDUAL WORK PROJECT TOPIC • ANALYSISBENCHMARK • TESLA (1/2)

20

Tesla is an US American car brand that manufactures solely electric cars. Currently it offers two distinct

luxury cars, Model S and Model X. But the launch of a mass market car, the model 3, is planned for 2017.

Electricity is used for instance to make the model S speed up from “0 to 100 mph in as little as 2,7

seconds”. The battery lasts for at least for 340km (at 100 km/h), then the car has to be charged with

electricity. A refill still takes approximately 30 minutes and can take place at home with an installed

electricity charging station (Tesla Website, 2016) or at a charging station on the road. To serve the clients

needs of fast charging, Tesla is establishing thousands of “Supercharging stations” (Adner, 2015). The car

is permanently digitally connected, in form of a board computer that is located as a tablet in the center

console of each car. Therefore, instead of releasing new models, Tesla can ”continuously [deplo]” its

potentials, by delivering “software innovations […] in both hardware and software” (Blank, 2015).

Tesla engaged in strategically smart partnerships in order to generate costumer data that allows them to

customize offers and market comparisons. The brand does not intend to sell through “[…] major

advertising campaigns” but through “incremental marketing” in form of constant communication

(“constantly pushing out [original] content [via social media]”) and interaction with the audience. Tesla is

attracting technology affine consumers by being a ”BrandTech” company. This is a form of building a

“brand network effect”, by leveraging technology to build “large, passionate online communities around

[the] products”. Therefore, Tesla established its own “social platform” (“sharable content, letting people

share their own experience”) on which also “live-streaming [of] new product announcements and local

events“ is taking place (Bech Hansen, 2015).

Elon Musk, the co-founder of the company, is the face of the brand and pushes its outstanding image.

He stands for an exceptional, out-of-the-box and future-oriented mind. Many refer to him as the “Steve

Jobs” of the automotive industry (Adler, 2015; Baldwin, 2016; Dyer et al., 2015). Moreover, the design of

the Model X reminds on the car in the cult movie “Back to the future” that was a time machine. By all of

this, Tesla motivates celebrities to advocate its cars without even being paid for it (Aaker, 2015).

On Social Media, Tesla solely posts high end pictures that are taken by professional photographers. Still,

the brand communicates not only aspirational content but also articles that underline its environmental

responsibility. Moreover, Tesla drivers and fans are frequently sharing their experiences with and their

feelings about the cars on their online platforms (Tesla Facebook Page, 2016; Tesla Instagram Page, 2016;

Tesla Twitter Page, 2016).

Figure 15: Tesla on Instagram;

Source: Tesla’s Instagram Page (2016)

2. ADDRESSING MY INDIVIDUAL WORK PROJECT TOPIC • ANALYSISBENCHMARK • TESLA (2/2)

21

The technology that enables the car to drive with electricity is designed in a way that consumers do

not experience any restrictions in terms of horsepower (Dyer et al., 2015). Beyond that, consumers enjoy

a new, unconventional, digital connected driving experience. Advanced data about consumers

enables Tesla to offer tailor made offers and a superior services (Bech Hansen, 2015). Tesla drivers are

frequently communicating on social platforms about their latest trips with a Tesla and the performance

the car is showing (Figure 16). The company communicates the current limitations of the car (long

charging time, small network of charging stations) via offering a prospect of the solution by heavily

investing in ”supercharging” stations (Adner, 2015) and by that is building confidence that the electric

car industry will further grow in the future.

The design of its Model X (Figure 19) reminds on the in the cult movie “Back to the future” (Figure 18)

and by that is underlining the future-oriented approach of Tesla, as in this movie this car was a time

machine. Moreover, through the high price and exceptional service (Bech Hansen, 2015) consumers

feel exclusive. This established desire might change to a certain point with the introduction of the mass

market car, model 3, in 2017 (Tesla Website, 2016). Tesla’s Brand Network Effect that its created by using

technology to form a passionate community by the use of public and own social platforms, is the basis

for constant interaction with consumers (Bech Hansen, 2015). Thereby, consumers are pulled into the

brand community. The high end pictures posted here are related for instance to travel architecture

(Tesla Instagram Page, 2016) and therefore put Tesla in a superior intellectual and aspirational setting.

Elon Musk, the Steve Jobs of the automotive industry, stands for the fact that a Tesla purchase is a

smart decision. This becomes obvious in the digital connection of the car, that makes the future

oriented approach even more understandable and touchable. Moreover, the investment in

“supercharging stations“ serves both, an improved service and the communication of the conviction

that electrical cars will be the cars of the future (Adler, 2015). Moreover, on Social Media the brand is

sharing not only pictures of the advanced design and superior connectivity of the car but also the

environmental change, in order to raise awareness for this issue in its audience. Making the brand

more credible. Additionally, celebrity endorsers are not paid (Aaker, 2015), but real and authentic

brand lovers. Therefore, their fans project the trust from the celebrity to Tesla.

AU

THEN

TIC

ITY

PER

FO

RM

AN

CE

ASP

IRA

TIO

N

Figure 17: Digital Interior of Tesla car; Source: Tesladaily

Figure 16: Instagram Post by Tesla Driver (2017)

Source: Tesla Instagram Page

Figure 18: Car in the movie “Back to the Future”; Source: Filmycar

Figure 19: Tesla Model X; Source: Tesla Website

2. ADDRESSING MY INDIVIDUAL WORK PROJECT TOPIC • ANALYSIS

22

CONCLUSIONS

x

?

Table 4: Brands assessment; Source: Original Content

Concluding from the previous analysis, a consumer ”learning process” that natural ingredient-based products perform as well as chemical ones, is a

challenging task and a successful result seems hard to achieve. An assessment of the three analyzed brands is stated below. Tesla is the only brand that

serves all three categories (Performance, Authenticity and Aspiration). As Tesla is by far the most successful brand of the analyzed brands, the proposed

model seems to be valid and appropriate as a foundation for a consumer re-education effort towards the equivalent performance of natural

ingredient-based products.

Performance

Authenticity

Aspiration

Performance

Authenticity

Aspiration

Performance

Authenticity

Aspiration

Natural ingredient: Natural FabricsNatural ingredient: Stevia Leaf Extract and

Cane SugarNatural ingredient: Electricity

?

2. ADDRESSING MY INDIVIDUAL WORK PROJECT TOPICKEY TAKE AWAYS FOR FRUCTIS’ RELAUNCH

Explain the power of super fruits

Make people talk about the productsMake non-users try the product and

motivate consumers to share their opinion

Invest in the cultural shift but do not overstate theactual investments

Support the credibility of the efforts by consistent and

honest communication

Make people feel they are smart by supporting the productsUse authentic influencers to pull the trust from

their fans to Fructis’

Engage in smart partnerships to attract new consumers and to

better interact with the current audience

Partner with events and digital influencers that suit a

healthy and inspirational (e.g. music, fashion) lifestyle

Communicate like a BrandTech companyInvest in constant and outstanding interacting

with consumers

PER

FO

RM

AN

CE

AU

THEN

TIV

ITY

ASP

IRA

TIO

N

Make people understand the new performance

Concluding from this research, Fructis should target the “learning” process of the consumer by building a communication strategy on basis of the three

pillars: Performance, Authenticity and Aspiration. In terms of actual performance this goal might be achieved faster, as latest technology enabled Fructis

to produce formulas out of natural ingredients that do perform but consumers have to be willing to try and “learn” about the product. In order to achieve

this move, consumers need to take L’Oréal, Fructis and the specific product as credible and consistent in their behaviors. This is especially hard to achieve

for brands that came up with a natural ingredient-based product from migration from a chemical ingredient-based product, as seen in Coca-Cola Life

and is likely to be the case for Fructis. Moreover, as Millennials, are the generation of self-expression, Fructis should spend efforts to fit their desired lifestyle.

Best practices from the previous benchmark are stated below and transformed into aspects that Fructis should consider for its relaunch.

Key takeaways from the research Aspects to consider for the relaunch of Fructis

Table 5: Aspects to consider for the consumer “learning process”; Source: Original Content


24

RECOMMENDATIONS FOR THE RELAUNCH OF FRUCTIS • PERFORMANCE AND AUTHENTICITY

Consumers have to understand the new formulas and anticipate that they are a good choice, in terms of performance,

health and (partly) for the environment. In order to make especially perfection-oriented Millennials understand Fructis’ new

performance, the brand should provide a full description of the performance related benefits of each super fruit on the

Fructis website. In order to even better connect with the strongly digital audience, Fructis should share teasers of these

descriptions on Fructis’ social media channels.

Also, it is suggested to stimulate the migration of perfection-oriented Millennials, via motivating them to test the products:

• Sampling: Fructis should enable its consumers to sign up either, on the website or via social media, in order to receive a

free product sample sent to their homes. Digital Influencers can be used to spread the information about this possibility to

millennials who would not be reached otherwise. It is expected that the testing consumers will be more likely to share

their experience online and offline, and might even start advocating the brand.

• Smaller packages: It is suggested that Fructis launches smaller bottles (50ml) for a minor price, to decrease burdens for

new consumers to try the new performance and to enable them to bring Fructis’ as a “companion” on their trips to

festivals, to the fitness studio or while traveling (Figure 20).

In order to build up credibility, Fructis should provide consistent and honest communication. Therefore, only information

that are valid for all products, such as “free from parabens”, should be exploited in advertisements.

Moreover, it is suggested that digital influencers, such as Insta Girls, YouTubers and Bloggers, explain the new formulas and

their benefits on their own channels in form of product reviews (Figure 21). Fructis can build up credibility by collaborating

with these digital influencers, that have already established a high credibility across their audience. This collaboration can

then be used to also explain the power of the superfruits and the beneficial aspects of the products towards health and

environment.

Furthermore, it is suggested to collaborate with a trustworthy, authentic and respected Brand Ambassador who already

adopted to the “natural hair look” trend before the relaunch of Fructis. This will benefit the brand as it is expected that many

of the fans will transfer the trust that they pay to to this person further to the brand brand.

AU

THEN

TIC

ITY

PER

FO

RM

AN

CE

New Fructis Shampoo Review

New Fructis Shampoo Review

Taking the previously mentioned key takeaways into consideration, the following suggestions for the relaunch of Fructis can be formulized. :

Figure 20: Supermarket shelf with

bottles in both, mini and regular

sizes; Source: Original Content

based on new Fructis’ packaging

Figure 21: Example of potential

product review on YouTube by

Digital Influencer; Source: Original

Content based on Miryam Kacimi

YouTube Channel


25

RECOMMENDATIONS FOR THE RELAUNCH OF FRUCTIS • ASPIRATION

Following the trend of a healthy lifestyle, Millennials should be attracted by levering the power of superfruits. In this

context it is suggested, that the brand is sharing captivating and inspirational content on social media that Millennials

want to follow and share. By that they will create an emotional connection with Fructis.

Another component of its social media activities should be the communication of Fructis presence on popular events in

Portugal, to make the link between online and offline. These events should be related to millennials way of live an

therefore focued on music, sports or fashion. Fructis presence at these events will strengthen the emotional connection

between the Millennials and Fructis, and furthermore create an association of the brand with a fun and healthy lifestyle.

Moreover, the brand should get associated with high-profile personalities for instance out of the music or fashion industry

who promote the super fruit and wellness way of living. As stated before, this personality should act as a Brand

Ambassadors who already migrated to the “natural hair look” trend, before Fructis relaunched the brand.

ASP

IRA

TIO

N

Figure 22: Instagram pictures in relation with super fruits and healthy lifestyle; Source: L’Oréal Portugal

3. LIMITATIONS

*Brands on promotion during store observations: Elvive, Gliss, MyLabel, Nivea, Pantene, Revlon, TRESemmé, Ultra Suave.

STORE OBSERVATIONS

• Limited number of stores (n=5) visited.

• Limited geographical reach: Observations in Lisbon and Porto.

• Restriction in retailer: Observations only in Continente stores.

• Restriction in store type: Only one supermarket visited, thus no

conclusions about different behaviours according to shop type

possible.

• Limited time spectrum: Observations taking place only during a

specific week with specific promotions, on the selected days

Wednesday to Saturday, during selected time slots.

• No background information about observed consumers available:

difficulty to draw takeaways based on observations of behaviour.

• Respondent selection error: Due to inability to receive the

information of the age of the observed people, the categorization

in age groups (18-25 and 26-35) was based on our own judgement.

• Uneven sample size per gender: fewer male consumers observed,

non representative sub-samples of men aged 18-25 and aged 26-35.

• Significant number of brands on promotion*: difficulties to identify

the influence of promotions on the loyalty loop of consumers.

• Comparison between brands in and not in promotion: possible

biased result about purchasing behaviour of consumers.

• Fructis not on promotion: no conclusions possible about consumers

who buy the brand when its on promotion.

• Non-representative Fructis sample: sample size too small (n=20<30).

• Lack of understanding of promotion for Pantene consumers:

majority of consumers did not seem to decode the “2 for 1” offer.

IN-DEPTH INTERVIEWS

• Convenience sampling: most respondents belong to the personal network

of the team, therefore more Millennial respondents were interviewed in

comparison to respondents aged >35.

• Non-representative sub-samples (Millennials aged 18-25, Millennials aged 26-

35, Fructis Users, Fructis Droppers): less than 30 respondents for each.

• Uneven sample size per gender and social class.

• Questioning Error: any improper delivery of questions by the interviewer.

• Respondent error: possible untruthfulness of some responses.

• Inability error: Respondents not being aware of some factors that influence

their behaviour as consumers, thus not mentioning them.

INDIVIDUAL RESEARCHES

• Conflicting information between data sources

• Limited data available

• Lack of availability of a best practice in which a brand did a similar

transition as Fructis, makes it more difficult to draw a parallel with the brand.

• Model building with limited scientific grounding and validity test on based

on personal judgement

• Limited space: little number of brands analyzed and analysis of each brand

based on the communication activities most relevant

• Inability to accurately assess the successfulness of the communication

strategies of the brands analyzed

• Brands analyzed not only from personal care category but also from

beverages, fashion and automotive

• Brands analyzed not only mass market brands but also niche brands

• Analysis only of the social media channels: Instagram, Facebook and Twitter

RECOMMENDATIONS

• Some communication objectives are mutually exclusive, thus, can not be

addressed simultaneously, which implies a trade-off.

26

4. REFERENCES

27

LITERATURE• Aaker, David. 2013. “Teslas Catch Fire Less Often than Gas-Powered Cars”. Harvard Business Review.

• Adner, Ron. 2015. “What Tesla and Apple Both Know About Entering New Markets”. Harvard Business Review.

• Bech Hansen, Rasmus. 2015. “How Tesla, Under Armour, and Sonos Do Branding”. Harvard Business Review.

• Blank, Steve. 2015. “Why Continuous Deployment May Mean Continuous Customer Disappointment”. Harvard Business Review.

• Coca-Cola Life Instagram Page. 2015. “cocacolalife”. Retrieved in December 2016 from: https://www.instagram.com/cocacolalife/

• Coca-Cola Life Twitter Page. 2016.”Coca-Cola Life”. Retrieved in December 2016 from: https://twitter.com/CocaColaLife

• Coca-Cola Website. 2016. “Nutrition information”. Retrieved in December 2016 from http://www.coca-cola.co.uk/drinks/coca-cola-life/coca-cola-

life, http://www.coca-cola.co.uk/drinks/coca-cola/coca-cola and http://www.coca-cola.co.uk/drinks/coca-cola-zero/coke-zero

• Dyer, Jeff and Gregersen, Hal and Furr, Nathan. 2015. “Tesla’s Secret Formula”. Forbes, Vol. 196, Issue 3: 90-118.

• Fragan, Patrick. 2015. “Brand extensions: Why Coke Life is doomed to fail”. ADMAP on warc.com

• Kasriel- Alexander, Daphne. 2016. “ Update on our Top 10 Global Consumer Trends For 2016: Greener Food”. Opinion. April 04, 2016. Passport

Euromonitor.

• Keinan, Anat and Crener, Sandrine. 2015. “Stella McCartney”. Harvard Business School.

• Koch, Matthias. 2016. “Coca-Cola goes green: The launch of coke life”. Richard Ivey School of Business Foundation .

• L’Oréal Portugal. 2016. Meetings during the Branding Lab period. From September 2016 to December 2016.

• Stella McCartney Facebook Page. 2016. “Stella McCartney”. Retrieved in December 2016 from: https://www.facebook.com/stellamccartney/?fref=ts

• Stella McCartney Instagram Page. 2016. “stellamccartney”. Retrieved in December 2016 from: https://www.instagram.com/stellamccartney/

• Stella McCartney Twitter Page. 2016. “Stella McCartney”. Retrieved in December 2016 from:

https://twitter.com/search?q=stella%20mccartney&src=typd

• The Nielsen Company. 2014. “Millennials – Breaking the Myths”.

• Oliver, Jason. 2013. “Promoting Sustainability by Marketing Green Products to Non-Adopters”. Gestion 2000, Vol. 30, Issue 3: 77-86.

• Pestallozzi Website. “Johann Heinrich Pestalozzi”. Retrieved in December 2016 from: http://www.jhpestalozzi.org

• Tesla Facebook Page. 2016. “Tesla”. Retrieved in December 2016 from: https://www.facebook.com/tesla/

• Tesla Instagram Page. 2016. “teslamotors”. Retrieved in December 2016 from: https://www.instagram.com/teslamotors/

• Tesla Twitter Page. 2016.”Tesla”. Retrieved in December 2016 from: https://twitter.com/TeslaMotors

• Tesla Website. 2016. ”Model S“. Retrieved in December 2016 from: https://www.tesla.com/de_DE/models

• Thomele, Ilse. 2015. “Fighting Food Waste Tops Agenda for Green and Ethical Consumers“. Opinion. June 18,2015. Passport Euromonitor.

• Witoszek, Nina. 2016. “Ecomodernity as a Cultural Programme: Combining Green Transition with an Educational Paradigm Shift”. Forum for

Development Studies, Vol. 43, Issue 1: 135–154.

4. REFERENCES

28

PICTURES• Figure 8: “Coca-Cola Life on Instagra”. Retrieved in December 2016 from: https://www.instagram.com/cocacolalife/

• Figure 9: “Comment on Twitter from Coca-Cola Life consumer”. Retrieved in December 2016 from:

https://twitter.com/msw_natasha/status/651149323862806528

• Figure 10: “Coca-Cola Life combined with healthy and unhealthy food”. Retrieved in December 2016 from:

https://www.instagram.com/cocacolalife/

• Figure 11: ”Coke line of The Coca-Cola Company”. Retrieved in December 2016 from:

http://www.beveragedaily.com/var/plain_site/storage/images/publications/food-beverage-nutrition/beveragedaily.com/manufacturers/all-coke-

is-equal-coca-cola-gb-shifts-life-zero-and-diet-to-centre-stage-in-new-one-brand-strategy/9727749-1-eng-GB/All-Coke-is-equal-Coca-Cola-GB-shifts-

Life-Zero-and-Diet-to-centre-stage-in-new-one-brand-strategy.jpg

• Figure 12: “Stella McCartney on Instagram”. Retrieved in December 2016 from: https://www.instagram.com/stellamccartney/

• Figure 13: “Stella McCartney with her father Paul McCartney on an Instagram”. Retrieved in December 2016 from:

https://www.instagram.com/stellamccartney/

• Figure 14: “Falabella bag by Stella McCartney”. Retrieved in December 2016 from:

https://img.mytheresa.com/560/560/33/jpeg/catalog/product/44/P00205083.jpg

• Figure 15: “Tesla on Instagram”. Retrieved in December 2016 from: https://www.instagram.com/teslamotors/

• Figure 16: “Instagram Post by Tesla Driver”. Retrieved in January 2017 from: https://www.instagram.com/p/BO4TArphVUu/?tagged=teslaFigure 17:

“Digital interior of Tesla car”. Retrieved in December 2016 from: http://tesladaily.com/wp-content/uploads/2014/04/ModelS_Interior.jpg

• Figure 18: “Car in the movie “Back to the Future””. Retrieved in December 2016 from: https://www.fitmycar.com/journal/wp-

content/uploads/2016/02/delorean-Back-to-the-Future.jpg

• Figure 19: “Tesla Model X”. Retrieved on in December 2016 from: https://www.tesla.com/modelx

• Figure 21: “Example of potential product review on YouTube by Digital Influencer”. Retrieved in December 2016 from:

https://www.youtube.com/watch?v=ltE6atAm2u8

https://www.instagram.com/cocacolalife/

https://www.instagram.com/teslamotors/

https://www.instagram.com/teslamotors/

branding lab topic€¦ · 1. branding lab context 6 research insights * 31/33 respondents from the...

Documents