Posts Tagged ‘ie marketing#8217;


When faced with a bad event, most humans have the tendency to look for a “bright side”. This tendency has been captured by popular idioms in many languages, such as “Να χρυσώσει το χάπι” (“to coat the pill with gold”) and “Ουδέν κακόν αμιγές καλού” (“There is nothing bad without a bit of good in it”) in Greek, or “every cloud has a silver lining” in English.

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But what is a “silver lining” in economics? The answer comes from important research published in Marketing Science by Richard H. Thaler (University of Chicago; 1985, 2008). Thaler (among many other behavioral economists) argues that every financial transaction is mentally categorized as either a “gain” or a “loss”, relative to a reference point (usually the status quo). In addition, the perceived value of money is very different depending on how it relates to the reference point. Put simply, not all money is equal. Although an amount of money (let’s say 500 euros) can  buy the exact same things regardless where it comes from, its value for people can vary dramatically. One such variation is the “silver lining” principle. Let me explain this with an example.

Over the past (let’s say 3) years, Greece is experiencing the biggest post-second world war economic crisis. Many Greek citizens have lost large parts of their income, and the amount of this loss is for many something like 500 euros / month. For 3 years, this is a 3 x 12 x 500 = 18 000 euros. Now, the Greek economy seems to be slowly recovering. The Greek Prime minister just announced that Greece had surplus, 500 million of which will be distributed to about a million needy Greek citizens (see here). That is 500 / citizen, on average.



There are two possible ways to frame this 500. The first, is to “integrate” it in the previous loss: The prime minister, in this case, would say: “From the surplus, we will reduce the loss that the neediest Greek citizens had over the last 3 years from 18000 to 17500”.

Instead, he chose to say, more or less: “From the surplus, we will give to the neediest Greek citizens 500 euros each”. Which one sounds better? Clearly the second. Reducing the huge loss of 18000 by 500, would not make anyone any happier. They would still be losing 17500, roughly equal to 18000. Instead, the 500 windfall gain is presented in isolation from the disproportionately larger loss. Now, everyone is happy to have gained suddenly 500 euros; That is a silver lining.

In general, although traditional economics would say that X euros is always X euros, people do not understand money this way. They seem to be considering mostly “what difference does this amount make?”. For example, very small amounts of money may make a difference in how people pursue their financial goals (see here:*). Or, as the “silver lining” principle suggests, when people face a big loss and a disproportionately smaller gain, combining the two into a slightly smaller loss would not make much difference. In these cases, people will “like” the same amount of money more, if they were treated as gains (i.e., gain 500) than if they are treated as “loss reductions” (i.e., limit a 18000 loss by 500)….and politicians seem to know that J.


Antonios (Adoni) Stamatogiannakis, Ph.D.
Assistant Professor of Marketing
IE Business School – IE University

Antonios . Stamatogiannakis @ ie . edu


*The Research leading to these results has received funding from the People Programme (Marie Curie Actions ) of the European Union´s Seventh Framework Programme (FP7/2007-2013) under REA grant agreement No. 298420.


Hello again everyone,

It is a great pleasure for the IE team involved at the Health2Market initiative to announce that the Health2Market Seminar: “Cutting Edge Decision Making Tools for Entrepreneurs”, will be hosted at IE Business School / IE University on March 3rd 2014. This Seminar will be delivered by professor Dilney Gonçalves.

But why is this seminar important? Well, managing a business at its core involves making good decisions. While most entrepreneurs will seek training in techniques in specific functions of the business like finance, marketing, and accounting, few are trained in decision-making. While it is important to understand the techniques involved in running the business, it is just as important to be a good decision maker. This seminar will provide participants with the necessary knowledge and skills to structure a decision problem, generate options, and select the best alternative in a consistent and unbiased way, enabling them to make the best possible decisions in their business ventures.

The seminar will be useful for everyone who is involved with health-sciences related businesses. So if you (or anyone you know) fits this profile, please do register!



Registration is Required! Registration Deadline: February 7th, 2014

Participation is free of charge!!!

In addition, Health2Market offers FREE OF CHARGE full e-training courses. The courses range from the basics of marketing strategy to tips on how to attract partners to full-scale business planning and will help you understand the dynamics of the market and how to pursue business venture. Whether you already have some experience in the business world, or even if you have never left the science lab, the courses are designed to be easily understood by anyone.


More about the Health2Market Seminar: “Cutting Edge Decision Making Tools for Entrepreneurs”:
More about Health2market e-training:

More about Health2market:


Antonios (Adoni) Stamatogiannakis, Ph.D.
Assistant Professor of Marketing
IE Business School – IE University

Antonios . Stamatogiannakis @ ie . edu


New Year’s Resolutions. Why people fail?

Written on January 4, 2014 by Antonios Stamatogiannakis in ADVERTISING, Research in practice, Servicios

Hello again,

first of all let me wish a very happy new year to everyone!!

These days, it is common for many people to set resolutions for the new year. Those are commonly things that they want to achieve or do in order to improve their lives. This trend is so important, that the US government has devoted a special webpage to it:

Many of these resolutions focus on a better and more healthy lifestyle. Consumers typically aim, for instance, to exercise regularly. This exercising can take the form of either a daily workout routine ( X minutes per day) or a weekly schedule (e.g., 3 times per week). Many marketeers that work on domains that are related to these longer-term goals capitalize on the way that consumers consider them, promoting in their offerings exactly that: The benefits of a standard workout schedule (I am sure you have seen may ads like the following in the past).

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Yet, despite the efforts of governments, marketeers, and consumers themselves, long-term goals, such as new year’s resolutions, often are not achieved… Why may that be the case? Are people so bad at sticking to their goals?

resolutions pic

Recent research by a Cornell university psychologist (Dunning 2007), gives an answer to this question. Dunning argues that people are not that bad in pursuing their goals, but rather they are not very good when setting a goal, in the sense that they do not account for all the information they may have available. For example, when making these resolutions, people often fail to consider that the reason they did not work out as much as they wanted till now, is not that they did not have exercising equipment or a gym membership, but that they lacked the time or the motivation to exercise; It is very hard to find time to exercise, if one’s day is full with other obligations (e.g., career, family, commuting, etc.). Put simply, the day will always have 24 hours, no matter if one owns a gym membership or not!

So, the next time you fail in sticking to a plan of yours, instead of blaming yourself for being lazy, consider whether the plan was feasible to start with.


Having said that, I wish you never face such a situation during 2014!

Antonios (Adoni) Stamatogiannakis, Ph.D.
Assistant Professor of Marketing
IE Business School – IE University

Antonios . Stamatogiannakis @ ie . edu




Big Asian countries, such as China and India, are attracting the attention of companies in a variety of industries. Typically, two kinds of business opportunities are being pursued in these countries. First, many companies (e.g., IBM, Adidas, P&G, etc. – the list is really endless) transfer there some or all of their operations simply to benefit from lower production costs. Second, as the residents of these two countries represent roughly 50% of the total planet population, many companies are entering these markets  in attempt to grow their consumer base. From financial services to pharma, there seems to be something for every business domain.

As smart and profitable as the above practices may be, they are still a bit shallow (or shortsighted as a McKinsey article argues). A closer look reveals an important 3rd business opportunity; The tremendous cultural heritage of both India and China can provide excellent business prospects for companies who wish to be a bit more adventurous and seize opportunities as they arise.

But who would be the customers for such “culturally loaded” products? Well, first, an important part of Europeans and Americans find Asia as an exotic place, and they could welcome some of this “exotic-ness” to their lives. This is evident from both hard-numbers (Indian exports to USA alone are worth about USD 40 Billion) and softer consumer observation perspectives (e.g., influences of a recent Jean Paul Gaultiers collection).

But that is not all. With the modernization of the economies, many multinational firms now have significant offices in India and/or China. The executives of these companies, can be either locals, who have climbed up all the way to the corporate ladder, or expats, who were brought in by their companies in order to bring to these new markets their expertise. Both these types of people are interesting niche markets. The first, living and working in a westernized environment, may feel a little disconnected from their cultural origins. The second, living and working in a far away country, may try hard to “blend it”. No matter if their initial motive, is connecting to the past, blending in, or simply finding signature corporate gifts for their companies, they are very likely to seek for products that carry some cultural meaning of the country they live in. These products, then, could be used either by the executives themselves, or as corporate gifts of the companies they work for, which perhaps also want to communicate “original local identity”

Elements is a company that tries to seize this opportunity. The idea behind Elements was born by a team in which two IE alumni, Aman Goel and Gustavo Salinas, belong. Elements presents a unique approach to marketing hand-made Indian handicrafts, trying to connect rural Indian artisans and the culture their crafts carry, with the mainstream markets.

Aman and Gustavo explained to me the idea in greater detail.

“Indian handicrafts have been appreciated in India and abroad for a long time and already claim a market size of over USD 5 Billion. However, Elements believes, that the potential market for Indian handicrafts is much bigger. Indian artisans, for centuries, have been making the same products with same designs. So, while the world has become more modern and fast paced, Indian handicrafts have not evolved to suit the tastes of modern customers. Especially for the corporate clients, the gifts are seen as a medium building relationships with clients and employees. Therefore, the gifts not only require to communicate the company’s philosophy but also be unique. However, the corporate gifting industry in India is dominated by small regional traders who mostly import gift items from China leaving minimal scope for customization. This is where Elements brings in its expertise to adapt and contemporize traditional designs that are tailor made for each company and that carry the story of arts and artisans who have made the product. The enclosed image shows a business card holder developed by Elements using traditional Tarkashi art (metal wire inlay in wood), which has traditionally been used in making festive boxes.

El_Card holder










Furthermore, Elements also works closely with the artisans, in order to guarantee authenticity and reliable delivery of the crafts. If needed, it provides the artisans with tools and raw material to improve their production efficiency while reducing their financial burden. In addition, close cooperation helps building strong relationships and allows passing to the artisans maximum benefits from a sale. The video that follows is indicative of this close relationship.”

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Overall, though still in early stages, Elements shows that countries like India and China offer interesting market opportunities that do not necessarily rely on cheaper cost of production, but rather build on the value that products from these countries can deliver.

Do you think of any other similar business opportunities?

You can read more about Elements at:





Antonios (Adoni) Stamatogiannakis, Ph.D.
Assistant Professor of Marketing
IE Business School – IE University

Antonios . Stamatogiannakis @ ie . edu


In a previous post (see here), I had introduced to you Health2Market; a 3-year long project funded by the Seventh Framework Programme of the European Commission, aiming to provide Health researchers with the necessary business knowledge and skills for more viable Intellectual Property Rights management as well as market exploitation of their results through setting up of new business ventures in health/life science sectors .
I was recently at the pilot academy of H2M, and the case of some researchers-entrepreneurs caught my attention. Why? In marketing, we expect a company to be profitable by meeting the needs of its customers… In some complicated business settings though, it is hard to identify who your customer is!!
I will try to describe what I mean as accurately as possible, given that I am not a doctor. The researchers have developed a specific type of “coating” that could be applied on artificial bone implants. This coating greatly reduced the probability that the implant would be rejected by the patient’s body after the surgery. So, it sounded like a great product! It could reduce the risks of further surgery for a patient, relieve their families from extra anxiety, reduce the operational costs of hospitals, free up some time for doctors, increase the profitability of private health insurance, increase the effectiveness of public health insurance, and so on. But who are the real customers here? A closer look shows that this is not an easy question to answer!
  • The patients? Well, sure they are the main beneficiaries… But in most cases they will be minimally involved in paying for the extra price of a coated implant. In addition, they will probably not be involved at all in the implant choice process. They will do whatever the doctors suggest, and the hospital has available.
  • The patients’ families? Likewise, the benefits for them are clear too. But their involvement in paying the costs and deciding will be very little.
  • The hospitals? Of course, the hospitals are the ones that will have to order the coated implants. But are they the customers? To start with, they are not paying – the patients and the insurance pay. In addition, there is a good chance that the person who makes the orders for the implants has little understanding of the coating advantages, and is mostly interested in keeping costs low, and existing suppliers happy. Finally, coated implants reduce the number of needed surgeries. So they are bad for the hospital’s business! Thus, in extreme and, perhaps, unethical cases, for-profit hospitals might actually oppose this innovation.
  • The doctors? They may have some role in deciding what implants to use. They see the benefits for their patients, and for themselves (less surgeries). But this role may be limited. In addition, they are not the ones who pay.
  • The implant manufacturers? They are the ones who will initially pay for the coating, and then sell the coated implants to the hospitals for higher prices. But there is NO WAY to convince them, unless the hospitals are convinced to try the coated implants.
  • The (public or private) insurance? They are paying for great part of the additional surgeries needed…but they do not decide on what implants will be used!

To conclude, even seemingly easy marketing questions – like who your customer is – are sometimes very tough to answer. In such cases, knowing your market and marketing your product to all interested parties (by “selling” different each benefits to each), can be key. This is the use of a proper “market analysis” – known to marketing core course students as “the 5 Cs” (company, customer, competition, collaborators, context)

By the way, if you are (or know someone who is) considering to start a health-research based business, stay tuned:


Antonios (Adoni) Stamatogiannakis, Ph.D.
Assistant Professor of Marketing
IE Business School – IE University

Antonios . Stamatogiannakis @ ie . edu


“When a man’s knowledge is sufficient to attain, and his virtue is not sufficient to enable him to hold, whatever he may have gained, he will lose again.”

-          Confucius

Most marketers would be surprised to learn that an important objective they have was so concisely summarized by Confucius many centuries ago. Companies, just like individuals, must strive to attain and hold on their objects of desire. The only difference is that whereas individuals usually have a diverse set of objectives (for consumers’ pursuits to attain and maintain whatever is desirable for them, see my previous posts here, here, and here), companies frequently have only one: CUSTOMERS!

Customer loyalty has been an important focus for both managerial and academic research. Hundreds of reports have been published, dealing both with general loyalty-related issues (e.g., by McKinsey) as well as with loyalty in specific business sectors (e.g., by Bain, on retail banking). This “research frenzy” on loyalty is well justified, as there is little doubt that increased customer loyalty leads to increased profitability. A seminal paper (Reichheld & Sasser 1990; Harvard Business Review) identifies the sources for this increase in profitability. Specifically, loyal customers are usually less costly to have (compared to acquiring new ones), are more likely to buy other products and services from the company, are less price sensitive (allowing the company to charge price premiums), and finally are the best ambassadors for the brand, generating thus additional sales via referrals.    

Despite the great amount of work investigating customer loyalty over the last decades, the topic is still “hot”. Why? Well, first, because it is super-important. And, second, because we still need to understand it better.







IE Business School has partnered with Travel-Club (the biggest multi-sponsor loyalty program in Spain, handling loyalty programs of companies such as Repsol and Eroski) to respond to this need for further investigation. They have created a “Loyalty Research Chair”, the purpose of which would be to combine the resources and expertise of Travel-Club with the research capabilities of IE Business School in order to answer questions like:

  • What are the benefits of a customer loyalty program for a company?
  • What are the benefits of a customer loyalty program for loyal customer?
  • How can these benefits be reliably measured?
  • What variations of a loyalty program maximize these benefits? Do they differ by business sector?

IE marketing department has compiled a team of excellent researchers (marketing professors Dilney Gonçalves, Shameek Sinha, and myself), leaded by the head of the marketing department, professor Teresa Serra, to carry this task

If customer loyalty is an interesting topic for you, stay tuned for the exciting outputs of this initiative!

Antonios (Adoni) Stamatogiannakis, Ph.D.
Assistant Professor of Marketing
IE Business School – IE University

Antonios . Stamatogiannakis @ ie . edu


Young males, living in big cities…

Written on August 10, 2013 by Antonios Stamatogiannakis in ADVERTISING, International Marketing

In several of my classes, this is how students (especially those with little marketing training) describe market segments for a product or service; Gender, age (or age range), and geographical location. Then the discussion goes on with me explaining that such description is inadequate, or even misleading, and that a more appropriate description should include “psychographic” and/ or “behavioral” elements as well. At this point, I sense several students wondering: “What does this mean?” “What is psychographic, anyway?” “What is the use of this, besides learning more fancy marketing buzzwords?”

Well, here is an excellent example from McDonald’s advertisements in China that shows why. The target segment of McDonald’s is exactly: “young males, living in big cities”. These are the people who are more likely to opt for fast food versus other, more expensive or time-consuming eating options. This targeting was reflected in a controversial campaign that provided discounts to male customers only.

When however MacDonald’s had to decide on the advertising, they realized that “young males, living in big cities” see themselves differently, and aspire for very different things depending on the big city that they live in. Thus, in their “Manly Man” campaign, McDonald’s created different ads for different cities, trying to appeal to characteristics of the target segment deeper than “gender, age, location.” Some of these characteristics were very common among young males (e.g., interest in females), but others were tailored to the specific image of a “Manly Man” in different regions of China.
Young males living in Shenzhen, the first “special economic zone” in China, saw an advertisement stressing the importance of career in a man’s life:

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Young males living in Shanghai, where a man must take good care of his wife and home, saw an advertisement stressing these qualities:

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And young males living in Beijing, saw an advertisement stressing that real men are tough and decisive:

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Interestingly, regardless of whether the focus is on career achievement, care-taking, or toughness, the slogan is always the same: “Manly Man”. Thus, the different foci of the ads do not merely reflect differences in how desirable some traits are in different parts of China. Rather, they show that these characteristics (successful, care-taker, tough) define what a “manly man” is in each of these cities, at a deeper “psychographic” and “behavioral” level.


Antonios (Adoni) Stamatogiannakis, Ph.D.
Assistant Professor of Marketing
IE Business School – IE University


Hello everyone, I hope you are enjoying your summer.

In this post I return to my field of expertise: consumer behavior and specifically consumer goal pursuit.

In a previous post ( I explained how consumers focus their attention to different aspects of the environment depending on whether they are asked to improve their current position (e.g., a bank asking you to increase your balance, or a diet center asking you to lose weight) or  they are asked to maintain their position (e.g., a bank asking you to maintain your balance, or a diet center asking you to maintain your weight). Specifically, based on my research*, it seems that “Maintaining” usually evokes thoughts like “what may help or prevent me from succeeding?”, whereas “improving” usually evokes thoughts like “what is the amount of the improvement needed?”

These differences in thinking may have an interesting consequence. When people think about small improvements in their present position (e.g., 1-2 Euros in their balance, a few grams in their weight), focusing on the (small) amount of improvement will make them believe that their goal of improvement is very easy. On the other hand, when people think about maintaining their present position, they consider a more balanced set of factors – factors that may be either facilitating or inhibiting their pursuits. As a result of considering those factors, although no improvement is required, these goals will not look that easy.

Thus, ironically, someone who is asked to increase his bank balance may think that this is easier compared to if he was asked to maintain it – as long as the amount of improvement is small. Similarly, a diet aiming at weight maintenance may be thought as requiring more effort than a diet aiming at losing a few kilos.


But what can be the implications for marketing practice? Interestingly, from the perspective of a company, the two goal types can be used (almost) interchangeably. Whether a bank asks consumers to maintain their balance or increase it by a few Euros over a year, are almost identical from an operational perspective. Similar is the case of a diet center which may ask its consumers to either try to maintain their weight, or lose a few grams – without changing the pragmatic requirements of a diet program. This relatively flexible interchangeability between the two goal types (improving versus maintaining) implies at least 2 interesting applications.

First, using the “small improvement” type of goals in their offerings, companies will make them look less difficult, and thus more attractive. The terms of a bank account would look easier if they asked to just contribute to the account a few cents per year, than if they asked to maintain the balance. Or, a casino could make potential bonuses it offers to its clients more attractive if those bonuses were given to customers slightly increasing their number of chips, than to clients who are able to maintain their number of chips while playing.

Of course, such practices may call for legal scrutiny, in case they are used against the welfare of the consumers (e.g., in order to prevent addiction to gambling).

Second, using a “maintenance” type of goals, may make an offering look more difficult. This type of goals, for instance, could be used by a diet center in the case that small improvement goals (e.g., lose half a kilo) look too easy to consumers, involving thus the risk of failure because of insufficient effort. Since the maintenance goal may look a bit more difficult, it could help to increase the effort put by the consumers in their diet.

I wish you all a great summer!


Antonios (Adoni) Stamatogiannakis, Ph.D.
Assistant Professor of Marketing
IE Business School – IE University

*The Research leading to these results has received funding from the People Programme (Marie Curie Actions ) of the European Union´s Seventh Framework Programme (FP7/2007-2013) under REA grant agreement No. 298420.


Sobre el reciente festival de publicidad en Cannes son algunos los que declaran que España ha conseguido un buen resultado: 24 leones, similar al año anterior, aunque todavía lejos de EEUU, Alemania, Brasil, Reino Unido e incluso Francia con 31 leones. (algunos recordamos con nostalgia la época donde España se codeaba con EEUU y Brasil en el palmarés)

Dejando al lado la cantidad de leones y  mirando el desglose de premios por categoría me llama la atención la baja entrada de piezas en la categoría de innovación ( 3 sobre 763) y la ausencia de premios para España en ella. Hemos sido premiados en outdoor ( un tercio del palmarés), cyber, promociones, y RRPP, radio, design, media y direct con un león en cada categoría; pero en innovación cero.

Considero muy interesante la apertura de la categoría “Innovación”  en un Festival Publicitario y más interesante aún alguna de las piezas premiadas este año que a continuación voy a resaltar.

Gran Premio

En muy raras ocasiones suelen haber dos grandes premios. Esta es una de ellas. El Gran Premio del Festival ha  recaído en dos marcas muy distintas que por diferentes razones me llaman la atención.

Dove Sketches

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Esta pieza me parece interesante además de por razones obvias de producción porque ha conseguido evolucionar una marca Dove, que estaba atrapada en un fuerte y exitoso posicionamiento “Belleza Real” aparentemente sin salida.

La marca explota en esta campaña un insight muy revelador y profundo y evoluciona el concepto de “Belleza Real”  desde Belleza sin artificios a Belleza y autoestima . El producto no es protagonista, pero la marca está claramente ahí, comunicando su Brand belief y expresando lo que es, no lo que vende . Entiendo que este punto de vista es discutible, pero cada vez me inclino más a pensar que las marcas deben atraer al consumidor por lo que son, luego establecer una conversación y posteriormente una transacción. No en todos los mercados funciona, pero cuando esta relación se activa las marcas se vuelven inexpugnables

Australia Railway transport

En las antípodas, nunca mejor dicho, encontramos esta campaña que me parece interesante en primer lugar por su deliciosa producción e inteligente activación. Pero sobre todo por la inteligencia del mensaje. No parece muy sexy recibir un briefing para evitar accidentes en el metro.. Es más, la tentación de trabajar en la línea de “ las consecuencias del peligro”, “advertencias sobre la cantidad de accidentes a evitar “ etc,  tipo Dirección General de Tráfico está ahí.

Sin embargo me parece muy acertada la estrategia. “No es que sea peligroso cruzar la via, es que si lo haces eres tonto  (o vaya forma más tonta de morir )”. Veánlo.

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Esta estrategia de comunicación , producida de modo “amigable” para que el consumidor no se sienta ofendido, hace que el mensaje rompa las barreras y prejuicios del consumidor a los mensajes normativos entrando como dirían los americanos por el “backyard”. A través de la simpatía, consigo que me escuchen de verdad y que  consideren mi mensaje. Han sido valientes en adoptar esta ruta, lo que para un organismo público no es siempre fácil.

Creo que hay cosas que aprender de esta campaña, entre otras cosas su valor educativo.  Siempre he pensado que la estrategia de comunicación de la lucha antitabaco es poco eficaz para los jóvenes y esta campaña me reafirma en que probablemente una estrategia dirigida a nuestros jóvenes con la idea de que fumar no es cool, sino poco inteligente sería más efectiva.

Gran premio de Innovación: Cinder

Me parece muy llamativo que el gran premio de innovación haya recaido en una plataforma tecnológica.  Cinder es un software libre que abre infinitas posibilidades de comunicación a través de una tecnología visual interactiva, pero es mejor que observen ustedes mismos.

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¿Qué les parece? Supongo que estarán pensando lo mismo que yo, si esto es publicidad o no …y podríamos remontarnos a la vieja discusión sobre la influencia del medio en el mensaje  o si a veces el medio es el propio mensaje…

Me parece interesante el que esta plataforma se esté desarrollando de forma abierta, y aquí viene la visión de su creador:

“ (… the reason for an open platform is that) we compete on creativity but we can cooperate on technology”.

Suscribo este punto de vista. Y que distinto les iría a muchas compañías si tuviesen esta visión.

En el fondo la fuerza sigue estando en la idea. También en el siglo XXI, el de la tecnología.

Que tengan una buena semana

follow the discussion @carmenabril1




Se acabó la Navidad y llega la hora de hacer balance. Entre otras cosas sobre cómo han gestionado las Marcas e Instituciones sus felicitaciones de Navidad. Grosso modo y en base a lo que he visto, creo que se pueden resumir en tres atibutos: Digitalización + Llamada al optimismo  + Austeridad.

Voy por partes:


Aquí no he visto grandes novedades sino continuidad de lo que se hizo ya el año pasado. Las empresas han optado de nuevo por la contención y la austeridad, concentrando básicamente sus felicitaciones en:

- Felicitaciones electrónicas, mayoritariamente mandadas a través de email.

- Eventos no majestuosos, con acceso restringido para clientes de cierta relevancia (alguna excepción ha habido, pero no ha dejado de ser eso, una excepción sobre la norma).

- Regalos corporativos selectivos, alejados de la fastuosidad de algunos años.  Esto es, sólo se regala a la gente a la que realmente hay que regalar, con una marcada línea de austeridad.  Aquí he visto algo de innovación, pero la línea dominante ha sido la conservadora.


Por un lado, he visto que gran parte de las Instituciones han mantenido de nuevo la línea de la Navidad anterior: Felicitaciones electrónicas + felicitaciones en blog y páginas web+ felcitaciones por social media.

Ahora, aquí se han visto importantes innovaciones, sobre todo en dos Instituciones de gran peso en España, La Iglesia Católica y la Casa Real, que por fin se han digitalizado.

En el caso de la Iglesia Católica, el Papa Benedicto XVI hizo uso, amén de los medios tradicionalmente utilizados, de la cuenta que arrancó el 12/12/12 (, donde pudimos leer mensajes como:

Benedicto XVI@Pontifex_es

Que el Señor os bendiga y os proteja en el nuevo año



24 dic Benedicto XVI@Pontifex_es

Poner juntos el Nacimiento en mi casa, que tanto nos gustaba. Cada año añadíamos figuras nuevas y usábamos musgo para decorarlo.


24 dic Benedicto XVI@Pontifex_es

¿Qué tradición familiar navideña de tu niñez recuerdas todavía?


21 dic Benedicto XVI@Pontifex_es

Al finalizar este año, pidamos por la Iglesia, para que, no obstante sus limitaciones, se afiance cada vez más como morada de Dios.



Y en el caso de S.M el Rey Juan Carlos , la retransmisión de su mensaje en un formato nuevo y más cercano, que se transmitió en directo el 24/12/12 en Youtube.

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Ejemplos ambos de que dejan una vez más meridiano, la importancia que han alcanzado los medios digitales como en comunicación.



Y en las masivas, aluvión de comunicación blended, en la  que parece que tres empresas han ganado la batalla de las masas: Coca-Cola, Mastercard y Campofrío.

De las tres, comento someramente la tercera, que ha triunfado en Navidad con una apuesta arriesgada (El Currículum de todos), que parece haber funcionado a pesar de las críticas. El anuncio lo tenéis en el video a continuación:

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Era arriesgado en el sentido en el que podía entender que era un copy-cut españolizado (y simplificado) del estilo Coca-Cola, en el que se trataba de enfatizar la esencia española y la capacidad que tenemos para salir adelante…

Comunicación que si bien se podía haber mejorado en su ejecución (sobre todo quitando el clutter de personajes del anuncio), creo que ha sido valiente y acertada, en tanto en cuanto ha sabido resonar en la masa española… Por lo que chapeua por ellos. Por arriesgar, por adaptarse y por haber sido capaces de enganchar emocionalmente en un momento complejo.



Y hasta aquí llego por hoy. Espero vuestros comentarios y sugerencias en  @ignaciogafo y en @ieweblog.



Ignacio Gafo

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