Valentina Merri-White

There have been some mixed reactions to the news of Moncler possibly acquiring Burberry and it just so happens that I was writing some of my thoughts about Burberry's current state and it's potential directions of a rebrand, as I see them. The quintessentially British luxury brand- Burberry, has been struggling to reflect a clear, bold direction in its offer to its target audience. Since the exhaustion of its central emblem- the tartan pattern around 2002, the brand has been inconsistent in its vision and overall strategy. At its core, Burberry is a historically innovative brand in practical clothing and quiet luxury. Its water-resistant trench coat was groundbreaking and is to this day a cultural archetype of outwear. However, since the brand’s decline in the 1990s, no true innovation has been offered to the target audience- leaving it unimpressed and cracking the brand’s coherence in image. Therefore, I think Burberry is in need of a rebrand that would focus on its essence as a British brand. In my view- the innovative way to do so would be to focus on the identity mirage of Britain today and offer a new perspective on the essence of British culture. This would mean the brand’s mission would be to celebrate the essence of the evolving British culture by reimagining utilitarian fashion. The brand’s values would focus on limitless creativity, showcasing local talent, inspirational innovation, and the freedom of individual expression. In this case, the brand would collaborate with different British artists, offering diverse interpretations of ‘What it means to be British’ through redesigning the archetypes recognized by the brand, in the form of capsule collections. That way, the brand would spotlight up-and-coming artists, signaling itself as a culturally pivotal house to all British talents while maintaining exclusivity thanks to the one-of-a-kind collections. This direction would appeal to younger crowds, looking for cultural affiliation and creative expression of the modern interpretation of traditional values. Do you think this direction could put Burberry back on the rise?

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Marketers can no longer ignore that consumers have become tremendously “cynical”/Sharp about advertising and can now act on the cynicism with benefits offered to them by technology which allows them to edit out advert exposures coupled with premium package offerings that allow for Advert free entertainment. In this era, advertising needs to transform into entertainment, people should want to consume your adverts for the fun and entertainment with your information as an after thought. The question is "how do you coin your information around the concept of entertainment without losing the context of key messages? If that balance is achieved - advert effectiveness will rise through the roof. Do you agree with this notion? Share your thoughts. #KitendaInsights2024

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I recently came across the news that #Zara is set to launch live shopping in the UK. This move is quite intriguing, given how live shopping has been a tremendous success in markets like China, especially on platforms like #TikTok, which is owned by #ByteDance. In China, #liveShopping events draw in massive audiences and drive significant sales, blending entertainment with commerce seamlessly. However, when it comes to Western cultures, the reception has been less enthusiastic. Despite the technology and marketing power behind such initiatives, Western consumers seem to have different shopping habits and preferences. Apps like TikTok have been trying to replicate the success of live shopping in the West, but the cultural differences present a substantial barrier. Live shopping in Asia is often driven by a combination of influencer culture and the thrill of real-time purchasing, which hasn't resonated as strongly with Western audiences. Now, with Zara stepping into this space, it will be fascinating to observe whether they can bridge this gap. Zara has a strong brand presence and a loyal customer base, which might give them an edge in driving engagement and sales through live shopping. However, my initial estimations are cautious. Given the current landscape, it seems unlikely that Zara's live shopping venture will achieve the same level of success as seen in Asia. Western consumers may not yet be ready to fully embrace this shopping model. To conclude, while Zara's live shopping initiative is a bold and innovative step, it remains to be seen how well it will be received. We'll have to wait and see the results, but my initial thoughts suggest that it may not go as well as expected.

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Can African Beauty Brands Thrive with the One SKU Brand Strategy? I recently had the privilege of consulting for a new beauty brand in its early stages, and one of the most critical discussions we’re having is on Strategies for growth . The founder is excited to launch with 6 new products all at once. It’s tempting to dive in with a range of options for customers, but my professional experience leans toward a different approach: focusing on a single, hero product—what we call the “One SKU Strategy.” Why? Building a brand around one stellar product allows for laser-focused marketing, streamlined logistics, and stronger brand recognition. In competitive markets, the One SKU strategy gives a brand a chance to build a reputation and prove its value with something memorable and unique. But this brings up a crucial question for African beauty brands: Can they thrive by launching with only one product? While diverse product lines appeal to a broad range of customers, a single, high-impact product can cut through the noise and capture attention. This approach has been successful for many global beauty brands, but the African market has unique considerations, from cultural preferences to logistical challenges. Blot Beauty Cosmetics launched with 4 products and experiences so many growing pains but grew to 15 products in 9 years. For budding founders and established brands alike, the decision to go all in with multiple SKUs or start with one hero product is pivotal. What are your thoughts on launching with a single product vs. a full line? Is the One SKU Strategy a path to success, or do African beauty brands need a broader offering from day one?

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Big brand movements this week ⤵ 💄Boots UK launched its biggest-ever beauty push, introducing 25 new brands like The Beauty Crop, Made by Mitchell, and skincare icons like LANEIGE and Supergoop!, alongside its new "Make More Room for Beauty" campaign targeting under-35 consumers✨ 🎶Prada Beauty named Sabrina Carpenter as its new brand ambassador, after teasing the collaboration in her music videos with Prada Beauty's Astral Pink Lip Balm and Monochrome Soft Matte Lipstick💋 🆓eBay eliminated private seller fees competing with platforms like Vinted, Depop, and Facebook Marketplace, aiming to attract more sellers and boost resale activity after a successful surge in listings following the fee removal for pre-owned clothes🛍️ 🍬Sour Patch Kids unveiled the "Sour Translator," a new digital tool by VML that decoded the real meaning behind corporate jargon in sugar-coated work emails💻 🏃‍♀️ASICS partnered with Brian Cox in its "Hello Workers" ad campaign, encouraging people to take a #DeskBreak and move for at least 15 minutes to boost mental health🧠 📈Marks and Spencer stood out as one of the few top 75 UK brands to grow in value, according to Kantar Brandz rankings, as other UK brands saw a 7% decline 💸

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¨The only thing that isn´t sustainable is our cashflow¨. This was the brief when I first started consulting at Haeckels. An insight shared half in jest and, I think, half in utter disbelief on how a brand with so much love and relevance wasn´t killing it on all fronts. That’s the thing: a good brand doesn´t always equate to a good business. And that’s the thing about Haeckels, people who know it absolutely love it.  Just not enough people know about it- it’s a question of scale that so many businesses struggle to ascertain to reach that coveted J curve. The shittest part of my journey in pivoting this business into something befitting of the incredible brand work that has gone before is the restructuring that we are going through.  People are at the heart of this business, people are what we care most about. Letting people go is never easy- it is the part of my career growth that has been the most uncomfortable to learn. We have another chance to do something brilliant. Radical, exciting, and terrifying in equal measures. To continue in the legacy of industry-defining moments that Haeckels has become famous for.  But before we get there we need to make some changes. It is a huge privilege and a huge anxiety to lead a business through change.   It is giving me a whole new perspective on my career, seeing it from the other side. I feel compelled to acknowledge everyone and everything past, present and future at Haeckels- the people who have built this business. To also take a moment of pause to recognise anyone else going through a similar journey.  It will affect everyone differently -those making those decisions, those in the restructure and those left behind to continue to pivot; what I can say is that it really feels shit. As and when it is appropriate or relevant, we will share profiles of those affected, as we really do have incredible staff who can do great things. It is always darkest before the dawn. Right? #haeckels #restructure #growth #learning #people

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Everyone is obsessed with Gen Z. As a (true) Millennial, this has always been quite a mystery to me. How can a generation so close to mine be so far at the same time, and why should I care this much?   Yesterday, I was lucky to attend a brilliant presentation by Craft Media London who managed to crack that generation open. Here are my key takeaways:   Who is Gen Z again?   As a reminder, Gen Z covers humans from 12 to 27 years old. This means you are addressing people in 2 to 3 different life stages. In this sense, it's the widest generation. It's also the generation predicted to have the largest spending power—money they are excited to spend on beauty products, which they buy more often and earlier than any other generation. So the battle to win share of voice for Gen Z is a competitive one, but also well worth the time and effort.   What are Gen Z core beauty beliefs?   BEAUTY IS EXTERNAL. Gen Z is outwardly accepting but inwardly insecure (that came as a surprise to me). They seek to achieve external perfection and are willing to spend a lot of time and money to look a certain way. They are thirsty for knowledge and ingredients to achieve their beauty ideals.   ROUTINE IS PARAMOUNT. Gen Z isn’t rebellious. Beauty is their hobby, and they are obsessed with finding the right routine. The most watched content includes GRWM videos, followed by skincare routines and makeup routines.   They want to STAND OUT to FIT IN. A huge contradiction of this generation is they pride themselves on being bold and creative but are more influenced by trends and authoritative figures than any other generation. This is where trusted sources, influencers, and brands play a big role and need to be perceived as trustworthy and authentic.   They have a LOVE/HATE RELATIONSHIP WITH SOCIAL MEDIA. They spend longer than anyone on their phone and 62% of them research products online before buying. However, they have a strong desire to disconnect and enjoy real-life interactions, valuing in-store experiences.   They are NOT SO SUSTAINABLE. Contrary to popular belief, they are sustainably conscious and have good ideas and intentions but are willing to compromise on values to save money. Sustainability is not their key driver but should be incentivized.   Big thanks to Craft Media London for nailing the essence of Gen Z and busting some myths for me. Looking forward to collaborating in the future!

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From the day we arrive On this planet And blinking, step into the sun There is more to see Than can ever be seen More to do Than can ever be done It's the circle of life! Once upon a time , before the domination of E Commerce in fashion , there was a clear defined cycle for season change which was appended with an End of Season Sale for clearing unsold inventory. Yes the EOSS also was an invitation for customers who were bargain hunters and hence would plan to upgrade to better brands/ stores which they considered to be unaffordable during the season. With the advent of E Commerce , this circle of life went for a toss! There is far too much To take in here More to find, than can ever be found! But the sun rolling high Through the sapphire sky Keeps great and small, on the endless round It's the circle of life! Today the start of a festive season begins with the BIG E com sale. And retailers are forced to follow this trend. And the discounting flies around like bullets in the battlefield. Then come the Black Friday sales, Singles Day sales , come what may day sales … With data and algorithms, online stores often use dynamic pricing to offer discounts at times that suit their sales strategies. While traditional retail has clear discount seasons, e-commerce discounting can happen year-round due to its flexible nature, digital tools, and personalized marketing strategies. Through despair and hope Through faith and love! 'Til we find our place On the path unwinding!- In the circle- The circle of life NEWS FLASH : The winter end of season sales have started even before the onset of full winter. Retailer Target also said it was seeing an increased response to promotions this year, with consumers largely holding back purchases between big discount events. The customers’ shopping cycle is now largely forced by the discounting season . How do brands ,especially in the fashion world stand in the customers mind now where ‘current available price’ dominates over imagery? #customerbehavior #lifestyletrends #retail #festive2024 Lyrics credit : Disney's Lion King

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Rihanna's Fenty has leveraged Roblox to introduce a new lip gloss colour, aptly named "Roblox Major Flex” 💄👄 Fenty's Roblox journey started in 2023 and quickly allowed users to create their own versions of the Gloss Bomb Universal Lip Luminizer. One of these user-generated designs has now been transformed into physical product available for purchase. By tapping into the creative input of their community, Fenty has bridged the digital and physical realms, and importantly allowed them vital brand interaction. The approach aligns with the preferences of Gen Z, who value brands that foster ongoing and collaborative relationships. This is the power of a well-designed experience that is plugged in to the community and supports other areas of a business. By listening and being responsive, Fenty is using their experience as a way to show fans that they’re here for the long term, and genuinely interested in what they have to say. In today's digital economy, the most successful brands are those that effectively integrate digital interactions with physical products, creating a cohesive experience. By designing interactions that can transition between digital and physical spaces, and by allowing fans a degree of agency, brands can achieve significant success.

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We recently passed the 6k threshold and are quickly approaching our one year anniversary going live with The Beauty Brief. Every single part of life as I knew it changed on 9/1/23. I didn’t know it yet, but soon it would all start to become more clear where exactly I was meant to be headed. The body of work Shiri Feldman and I have produced on this platform alongside the many incredible guest writers at Beauty Brief HQ is more than we could have imagined. So what’s in store for year 2? 1. Weekly new product launch coverage you know and love 2. Continued rollouts of indie brand features showing off the best of new beauty and wellness entrepreneurship 3. Sponsored content and advertising opportunities (available now, DM to inquire) 4. New content across even more platforms. More way to learn and stay in the loop with all the latest in beauty news 5. Monthly episodes on BRAND BABY Podcast once I get the initiative launched 6. Opportunities to work closely with Shiri Feldman and myself as marketers for your brands (available now as well) 7. Even more new voices and stories 8. More story formats in the mix: product picks, industry expertise, direct-from-founder content, trend analysis and beyond This has been a beautiful adventure and it’s been a pleasure to return to my journalistic roots in so many ways. Thank you to everyone who has been a part of it. We couldn’t do it without any of you. #thebeautybrief #beautynews #beautyindustry #beautymarketing #beautybusiness #marketingconsultants #consulting #brandstrategy #beautytrends #femalefounders #womeninbusiness

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Earlier this year, I was incredibly lucky to speak at Interbrand’s 50th anniversary alongside Sue Daun, Interbrand’s Executive Creative Director. Together, we explored the future of brands and their responsibility in society—a subject that feels more urgent than ever. Interbrand, the agency that pioneered brand valuation under John Murphy, often called the “Brandfather,” revolutionised branding as a strategic asset—one that drives revenue and market value. Interbrand has shaped cultural icons like MINI, Juventus Football Club, Tiffany & Co., British Airways, and many more. As I reflect on our conversations, one thing is clear: the future of brands is not just about innovation—it’s about responsibility. Brands can create real societal impact, and it’s up to us to ensure they lead with integrity, empathy, and sustainable growth. With this in mind, the 25th edition of Interbrand’s Best Global Brands Report is particularly fascinating. Since 2000, much has changed—back then, only 7% of the global population had internet access, and brands like Nokia and Kodak dominated. Fast forward to 2024, and Apple is the world’s most valuable brand, worth $488.9 billion. Brands no longer just sell products—they shape behaviour, culture, and values. Yet, this immense power comes with challenges. Many brands have lost $3.5 trillion USD in value over the last 25 years due to short-term thinking. This obsession with efficiency and ROI has led to under-investment in brand building—reflected in some of the blandvertising we’re seeing today. This is a reminder that brand value, a metric developed by John Murphy, must be viewed as a long-term asset. The report reveals: Ferrari’s brand value rose by 16% to $30.1 billion, capitalising on luxury appeal. Meta dropped by 3% to $298.1 billion, showing the challenges of brand perception. Nike, built on loyalty, grew 15% to $45.1 billion, proving the value of purpose-driven branding. Google was a fast riser and NVIDIA a new entrant to the list! What this data teaches us is that brand strategy has evolved. It’s about building emotional relationships that drive loyalty and advocacy. As leaders, we must adapt not only to rapid technological shifts (AI, anyone?) but also to consumers’ demand for trust and authenticity. Congratulations to all the brands featured this year, and heartfelt thanks to Interbrand for your enduring contributions to the world of branding. Discover the full report here: Best Global Brands 2024 https://lnkd.in/eEhWNEMb #BGB2024 #BestGlobalBrands #BrandValuation Emma Ellis Gonzalo Brujó Manfredi Ricca Mark Ritson Jon Evans Orlando Wood Campaign UK Marketing Week Marketing Week Mini MBA with Mark Ritson Sophie Devonshire⚡️ The Marketing Society The Marketing Academy

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In our latest case study, we helped a Mens Underwear Brand 🩲 identify how they can stand out from their competitors and produce distinctive content highlighting their strengths. Our partner brand is in a bit of a tough spot, sitting somewhere in the middle between an iconic competitor that consumers view as the quality, fashionable, stylish brand 😎 and a disruptor brand considered to be the easygoing, relatable, affordable option 😌. So how can this brand stand out? We uncovered that consumers view this brand as a modern 🏙, reliable 🤝 Mens Underwear brand that delivers your daily essentials 📅. This brand can additionally highlight these equities in their content: ☁️ Made from soft fabric 🙌 Provides excellent support 👁 Pays attention to every detail These equities are "ownable" for the brand. By having users highlight these differentiating brand equities in content, they'll build a distinctive narrative that will make their brand stand out.

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Reading the CIM | The Chartered Institute of Marketing article on the 'lipstick effect' in the luxury brands industry got me thinking about its relevance for the B2B sector and the opportunities. The effect arises when people feel the pinch and economise, but still need small 'feel good' moments to get them through. The name stems from customers buying a lipstick from their favourite brand, instead of the (more expensive) perfume or bag. In the current B2B landscape, where constrained budgets are also prevalent, there are exciting opportunities to innovate and simplify offerings. For instance, could... 1. Products or services be repackaged into smaller (but still profitable) bundles to be more affordable? 2. Elements the customer doesn't need be paired back, without harming quality? 3. The customer be engaged in a conversation which re-divides who does what on a job (with their team taking on additional elements until their finances are stronger)? 4. A taster or entry-level product or service be offered that helps them now, and enables them to scale up when finances are stronger? 5. Projects, that run over many months, be billed in instalments to ease cash flow? Rethinking and tweaking product/service offerings currently seems worth the 'lipstick effect' effort 💄. The strategy prevents previously loyal customers from having to shop around your rivals. It also reduces the pressure to automatically cut your prices (and in turn weaken profitability). And when times are better, your loyal customers are more likely to come to you first. If you've seen 'lipstick effect' 💄 strategies and tactics being applied in the B2B environment, I'd love to hear about them.

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In Kantar's first ‘Diary of a CMO’ Mary Kyriakidi discusses with Prof. dr. Koen Pauwels whether attitudes drive sales? … or is it sales that drive more sales? 🌴 🌞 😎 As my thoughts are focused on my imminent holiday next week, I wanted to ground what Mary Kyriakidi and Prof. dr. Koen Pauwels discuss with evidence we’ve picked up within #Travel and #Tourism on our #Kantar #BrandDynamics trackers. -         🏆 Mary and Koen discuss how BOTH attitudes and sales are important - and we find a very close correlation between behaviour and predisposition in Travel sectors. In fact, the correlation sits within the top 20 of all categories on #Brandz -         🏆 We know situational factors like routes and availability drive behaviours for many brands, Ryanair - Europe's Favourite Airline is a great example where Presence unlocks sales -         🏆 Perceived Difference helps creates penetration – look at Emirates, Airbnb and Booking.com – all exhibiting a strong differentiational-pull! And not only does Difference make your brand stand apart and drive sales but it also makes your brand worth paying more for and reduces price elasticity  -         🏆 And the importance of both long-term planning as well as short-term executional wins - having strategies that build predisposition longer-term as well as driving immediate behaviours – I could site so many Travel Brands here but let me pick a few I haven’t mentioned TUI, Jet2.com and Jet2holidays.com, British Airways Please catch Mary’s video here… Piers Lindsay-Taylor Suzannah Rowland Debbie Lawson Ben Krzysica Jamie Donovan

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Not everyone likes to hear this I know but standardisation and getting the fundamentals right are key to the success of retail media. Let’s work together as an industry to make this happen

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From garden shed to flagship Hollywood store! Represent, the British streetwear/athleisure brand, has moved to retail. You’ve seen their clothing everywhere And now they’ve opened their first brick-and-mortar store in West Hollywood. How did Represent stick the landing and go retail? Let's get into it 👇 Represent was founded by two Manchester natives, George and Mike Heaton. Influenced by L.A.'s skate and rock scene, the brothers wanted to create a British/California hybrid. And in 2014, they did just that. In 2023, their brand turned over £50 million in revenue. And they've primarily just been focused on eCom. But they've also sprinkled in a powerful tactic: Pop-up stores. This isn't uncommon for brands to do. Doing so gauges how hot a brand is and gives a small preview of the world of retail. Plus, it's low-cost and flexible. But profit isn't the main objective. The featured store will take, market, and sell the product. Leaving the brand offsetting its profits with the increased expenses. It's similar to when a brand pushes its inventory into other retailers. But what they gain is exposure and branding to a larger audience. And once a few of those go well, it's time for a flagship store. Represent chose L.A. for their first location. Why? Because the city inspired the brand and its giant appeal for fashion. U.S. sales have been 20% of Represent's revenue so far. And with this store, they hope to pump that number up. The Heaton brothers project £250 million annual revenue by 2025. If you're looking to make your way into retail. Here's what you should know: 1. Pop up and pop out Pop-up stores are a great way to drive hype and showcase your products. You'll be able to tap into new markets while giving your customers a feel of your brand. Doing this helps to create loyalty and momentum as well. Bring out the red carpet with social media callouts and plenty of buzz. Use this experience to learn what it'll take to enter retail. 2. Understand the best time to transition You may be eager to make the switch to retail. But is it the right time? Having the right infrastructure in place is crucial. This means product, personnel, and revenue. Represent hired a new CEO to take over the operation side of the business. Doing so created a solid workforce and understanding of their priorities. 3. Know your consumer base Where do they shop? What do they like? Would placing a retail store in L.A., NYC, or London make sense? A brick-and-mortar store might not make sense if there isn't a large demand in the area. Take a step back and analyse the best location for your community. That's it from me today. Hit the follow button for more eCom news!

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I was the first Black Head of Beauty Buying for a luxury retailer in the UK. Realistically, it will be a far bigger territory than just the UK. Being the “first” is something we’re encouraged to be proud of, and I am. But it’s also deeply disappointing that it took until 2022 for a Black person to have my position. In over 99% of my meetings with brand partners, I was the only person of colour in the room. With 170+ partners and an average of 4-5 brand representatives present in each meeting, I’ll let you do the maths. In several bi-annual strategy meetings with global brands I’d be shown products and campaigns that were “universally flattering” but categorically wouldn’t work on my hair texture or complexion, let alone someone with a deeper skin tone. As you can imagine, I would always challenge and push back. The noise around diversity, inclusion and allyship seems to have gone silent but the economic and social repercussions are growing deafeningly louder. Having an internal Black History Month party and a social media post means nothing if there are no tangible plans to foster or promote the existing Black workforce. In a talent pool that is already smaller, that talent can’t just be embraced, it has to be nurtured. So yes, here's to more "firsts" but true progress will look like Black leadership being the norm rather than a rarity.

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