CASE STUDY SUMMARY:
Context:
The brief was to change TESCO’s perception which was seen as a large, unreliable and even greedy retailer. Its prices were viewed as unstable and higher than the competition. It had lost its differentiation, providing nor quality nor value for money.
Customers were shopping at TESCO because they had to not because they loved to. Besides, during the economic recession (2008-2013), shoppers had learned to be savvy with their money, especially when it came to grocery shopping. And though the recession was over, their saving habit was here to stay. Even the average middle-class was now frequently shopping at discounters like Aldi as they believed they could find great value for money.
Problem:
TESCO had always communicated about its daily deals (TESCO offers), its Price Promise, and great rewards (Clubcard and Fuel Save), but it didn’t seem enough anymore to attract and retain customers. So simply communicating on TESCO’s deals and rewards was outdated. To earn customers’ trust back, TESCO had to demonstrate how it would add value to people's everyday shopping above and beyond price and quality.
Strategy:
To shift TESCO’s perception from untrustworthy to trustworthy, we had to reframe the value conversation, above and beyond the financial value discourse by showing how we add more and real value to people’s lives. TESCO’s social value proposition became giving you more than expected.
Creative work:
We focused our efforts on one of TESCO’s most active social channels - Twitter - and turned the handle into a daily feed of useful little ways to help customers get more from one’s shopping, one’s money, and one’s life!
Note:
I was Senior Strategic Planner at We Are Social agency, reporting to the Head of Planning.
