ThinkTank Communications

Polarity in a market segment can be quite confusing. Take Meijer for example. The intense separation and competition from the two other major players in their category forced Meijer to define themselves on the competition’s playing field. Was Meijer trying to be Target, Wal-Mart or something in between? Because of this ultra-competitive market set, Meijer knew the future growth and health of their business depended on a unique strategy and a distinctively different direction for their brand.

 

Conventional thinking had to be challenged. The decision was made that their brand first needed to go on a journey of self-discovery: to find what was really in their DNA as a company and as a brand. What was found? They weren’t a department store, like Target. They weren’t even a discounter, like Wal-Mart. They were a grocery store. A remarkable grocery store with a whole lot more. Instead of struggling with who they were and losing focus by constantly trying to offer what their competitors offered, they needed to embrace the wholesomeness that fresh groceries represent to families.

 

This conclusion was based on research that included numerous brand workshops and “shop-alongs” with Wal-Mart, Target and Meijer customers; internal workshops with employees, vendors, management, executive leadership and others. In the end, everyone agreed on one thing: The Meijer Promise is everything good for your family.

 

From there, an integrated advertising plan was developed and implemented.