Tag Archives: Branding

What to expect for luxury travel | Instant News



The luxury travel industry suffered a severe blow in 2020 due to the pandemic, with stay-at-home orders drastically diminishing our ability to travel, particularly abroad. But as we enter a new year that sees the deployment of the Covid-19 vaccine, there are glimmers of hope for the industry. Tina Edmundson is Marriott International’s global brand and marketing manager, a role that involves developing strategies for the hotel group’s 30 brands around the world. We told him about luxury travel hopes and plans in 2021. What are your biggest travel hopes this year? May people feel able to explore the world in safety. And this luxury travel can, more than ever, be the vehicle people seek to help them broaden their perspectives, indulge more in their passions, and stimulate personal growth. Plus, I hope luxury travel offers opportunities to rest, recharge and reconnect – whether with nature, family or themselves. Now that the vaccine is more and more available, how do you expect it will boost luxury travel? Tina Edmundson is the Global Brand and Marketing Manager for Marriott International. Marriott International I think this will lead to a change in people’s mindsets, and they will feel more confident in their travel plans, if not immediately, at least for the future. We know there is pent-up demand and we look forward to welcoming guests when they are ready. Currently, 94% of Marriott hotels are open and taking reservations. How do you encourage customers to book in 2021? How do you make sure they have a luxury experience and feel safe? The well-being of our guests and associates is of the utmost importance, and I take pride in the policies and protocols we have in place to provide a safe environment. It starts with transparency and communication. What we are seeing from our luxury clients is that regardless of the type of trip, the # 1 thing they want to know before they book is their experience on the property. They want to know how public spaces are set up, how often housekeeping is done, and if there is a change in the amenities they expect. Solaz, our Luxury Collection hotel in Los Cabos, Mexico, has even started setting up pre-arrival video calls with guests, connecting them in advance with their dedicated contact on-site. Beyond the peace of mind of our customers, we want to inspire them because they lack travel and are looking for a total change of scenery. This fall, the hotel brands under Marriott International opened new luxury hotels in China, Japan and Taiwan, and Marriott International consolidated its plans to open hotels in Thailand in the coming years. The St. Regis Maldives could be on some bucket lists this year and next. St. Regis Hotels & Resorts As Asian countries are doing relatively well in the face of the pandemic, do you see an increase in bookings and tourism in 2021? Recovery trajectories have varied considerably by region. The recovery in mainland China was the strongest. Results have improved dramatically since February, demonstrating the resilience of travel when the virus is seen to be firmly under control. The occupancy rate in mainland China reached 67% in September, slightly ahead of the occupancy rate in September 2019, and an extraordinary improvement from 9% in February. Demand in the rest of Asia-Pacific also continued to improve, but generally at a much slower pace. While the recovery will take longer than anyone would like, we are seeing encouraging signs that demand may be extremely resilient. How do you see Marriott International responding to the changing world, while providing customers with the luxury travel experience they want? The current environment has given rise to a new level of bespoke service and a customer experience that needs to be more personalized and organized than ever. The pandemic has led customers to have a wide variety of comfort levels, expectations, and needs, so even something that used to be as routine as housekeeping now needs to be personalized for each customer. Every day our hotels receive guests who have not left their homes since the start of the pandemic, so in every interaction we must approach them with the same level of empathy and focus on safety as those who have. walked through our doors last spring. . We give customers choices and let them define the experience they want to have and then create it. How has Marriott International adapted to changes in consumer behavior due to Covid? Travelers want even greater control over their experience, and one way to deliver this is through technology. Through our Marriott Bonvoy app, we offer contactless check-in, a mobile key, and the ability to share preferences and chat with their hotel without having to pick up the phone and call. This technology has been a welcome option. Plus, where a hotel once served as a gateway to exploring and discovering a new place, guests now want immersive experiences to take place onsite. As a result, our hotels have developed new and attractive programming and activities to enjoy at the hotel. For example, the Ritz-Carlton Ras Al Khaimah in the Al Wadi Desert outside of Dubai created moonlit camel rides in direct response to those who felt safer in remaining on the property. At W Punta de Mita in Mexico, Ocean View Rooms attract those looking to relax and take in the surrounding beauty of the area. W Hotels Worldwide What more do you hope to see this year in terms of travel trends? There is the potential to see longer stays, where clients have temporarily moved or can take a “workstation”, as they now have more flexibility when it comes to working or learning remotely. We have also seen the emergence of ‘pod travel’ – friends and families traveling together in groups, occupying an entire floor or wing of a hotel to create their own private bubble. We are working with our hotels to find new and creative ways to serve these microgroups. What have you heard from customers about their hopes for 2021? Our customers have enormous confidence in our luxury brands, and what we see from them is an uncompromising demand for flawless execution of the basics, while enjoying a high experience. Luxury travel is a complete experience and our customers expect their stay to not only be what they would have experienced before Covid, but to exceed it. What do you hope to make a comeback in 2021? So many things! High on my list are face-to-face meetings and the ability to communicate securely with friends and family, in addition to, of course, traveling. This story first appeared in the February issue of Mansion Global Experience Luxury. .



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Poco launched a new logo, a brand mascot similar to emoji | Instant News


The smartphone brand Poco introduced a new logo and brand mascot, which refreshed the visual image. The design of the new logo aims to redefine the concept of the brand “Made of Mad”. The new brand logo also represents a change in the brand concept. The mascot will be integrated into the brand’s advertising campaign through different media.

The revised logo and brand are aimed at young users who want value for money on their smartphones. Poco is a subsidiary of Xiaomi. However, the brand parted ways with Xiaomi, which was confirmed in November last year. Poco launched a smartphone in India for the first time under the leadership of Xiaomi. According to market statistics released by Counterpoint, Poco is the third largest online smartphone player in the Indian market.

Anuj Sharma, POCO India’s country director, said of the new logo launch: “In commemoration of Poco’s successful Independence Year, the whole goal of the brand renewal is to pay tribute to the community, which is as distinctive and unique as the smartphones on our market. Poco’s “crazy production” is a creative interpretation of what our fans and consumers can expect from a brand with a convincing promise of functionality. It also represents our consumers, who are crazy, weird and right The desire for perfection is not godly. Through this plan, we hope to establish a belief system to enhance the overall POCO experience that users perceive as relevant.”

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The CEO Behind KFC, Taco Bell Orders Fast-Food Growth To Go On | Instant News


David Gibbs just signed

Yum brand Inc.

YUM -0.87%

the first restaurant acquisition in years and is planning a convention for nearly 1,000 fast food franchisees worldwide when the pandemic cripples the global economy in March.

The sudden crisis threatens to wipe out most of the $ 17 billion that companies and franchisees make in annual dinner sales at all KFC, Taco Bell and Pizza Hut restaurants in more than 150 countries. Mr. Gibbs, a 31-year Yum veteran who became CEO a year ago, went from advancing the company’s expansion strategy to competing with thousands of closed restaurants.

Since then, many large fast food companies mostly recovered from the early pandemic close, and Yum’s comparable US sales rose in the third quarter from a year ago. But Mr. Gibbs said he was rethinking how Yum – which has more than 50,000 restaurants, more than any other fast food chain – could serve and deliver more food to carry over the long term.

He’s planning a future where pre-ordering fried chicken online is routine, and Pizza Hut customers can get their orders placed in their suitcases without having to walk into the restaurant.

Meanwhile, hundreds of his US Pizza Hut locations, most of which do dine-in businesses, have permanently closed.

The 57-year-old Gibb spoke to The Wall Street Journal via video from Yum’s largely vacant office in Plano, Texas. Below is an edited excerpt.

WSJ: What mistakes did Yum make at the start of the pandemic and how do you learn from them?

Mr. Gibbs: If I look back before the pandemic, I wish we had moved faster for Pizza Hut to be more delivery, run business and less dependent on on-site dining. We’ve talked about it for years. Sometimes large organizations can become bureaucratic. But I think we may be impressed even with ourselves in how fast we’ve spun.


“ I didn’t know that normal appearance was exactly like before the pandemic. Consumers may be more aware of cleanliness in restaurants, and we are looking for new ways to provide a safe environment. ‘


– David Gibbs, CEO of Yum Brands

WSJ: Drive-through has helped many fast food chains stay busy during a pandemic. How does that affect your development plans?

Mr. Gibbs: We’re working on a design that has multiple drive-throughs. The Australian business began building several test units with five drive-throughs in one building.

But the other part of the story is the roadside execution. You see it not only in the restaurant industry, but also in retail. This is good because of our peak drive-through constraints. No matter how hard you ride, you can still fit only X cars in a row.

WSJ: Should the front line workers get food and restaurant early access to vaccines?

Mr. Gibbs: We are very excited about this vaccine. When it’s my turn, I’ll be in line to get it. We hope all our employees get it. But we do know that there are others, such as frontline healthcare workers, who are ahead of us in the queue.

“We support the national minimum wage, and we will work under the minimum wage set by the government,” said Gibbs.


Photo:

Trevor Paulhus for The Wall Street Journal

WSJ: Once a vaccine is more universally available, will you ask employees to get it or have your franchisor consider it?

Mr. Gibbs: We are studying the matter right now and haven’t made any decisions yet. It is important to remember that 98% of our stores are run by these franchisees. So it’s more complex than we just mandating that every store needs to get a vaccine.

WSJ: Even when vaccines start rolling out, it’s unclear when life will begin to return to normal. When did you anticipate this to happen in fast food?

Mr. Gibbs: I didn’t know that normal appearance was exactly like before the pandemic. Consumers may be more aware of cleanliness in restaurants, and we are looking for new ways to provide a safe environment.

WSJ: What management actions have you taken that will survive the pandemic?

Mr. Gibbs: One of the biggest lessons I learned is the power of authentic communication versus the formal written memos someone might send. We bring together various groups of franchisees, corporate teams from around the world in video calls. We get hundreds of questions via the chat function – real time, without filters. We learn from that.

WSJ: Do you support a $ 15 minimum wage at the federal level and for your employer and franchisees?

Mr. Gibbs: We support the national minimum wage, and we will work under whatever minimum wage the government makes.

Mr. Gibbs said he hoped Yum “had moved faster for Pizza Hut to be more than a delivery, running business” when the pandemic hit.


Photo:

Joe Raedle / Getty Images

WSJ: How do you expect the dynamics between the CEO and the White House to shift in the new government?

Mr. Gibbs: We are excited to work with the Biden government and share their goal of building back better especially on the economy and fighting inequality. We have been in more than a hundred countries around the world for decades – we have operated in any political environment.

WSJ: The pandemic’s theme is menu simplification, but some customers say Taco Bell went too far in removing options. Were you surprised by the commotion when Taco Bell removed Mexican Pizza?

Mr. Gibbs: I’ve never been surprised by the passion our customers – especially Taco Bell – have for our iconic products. We can always bring back the Mexican Pizza at some point if the request is there.

WSJ: What is your pandemic tranquillizer?

Mr. Gibbs: I often pass through Taco Bell drive-throughs. We introduced grilled cheese burritos during a pandemic, and that’s the definition of a product that was so coveted for me and my college son.

Write to Heather Haddon at [email protected]

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Do consumers see ‘pretty’ food as healthier? | Instant News


Published in Journal of Marketing, That learn person Written by Linda Hagen, a researcher from the University of Southern California, reveals that food aesthetics – specifically, prettier foods follow classical aesthetic principles (i.e. symmetry, order and systematic patterns found in nature) – convey health and naturalness to consumers. compared to “ugly”Foods that don’t follow the same aesthetic principles.

This discovery is important because, as Hagen notes, beauty or the ‘pretty’ aesthetic is closely related to pleasure and pleasure.

“This pleasure association may make beautiful food appear unhealthy, because people tend to view pleasure and utility as something exclusive. For example, many people have a general intuition that food is good or healthy, but not both, “He said.

On the other hand, added Hagen, it is called certain types of aesthetics “classic” Aesthetics are characterized by the ideal patterns (eg symmetry) found in nature and when expressed in a food style through nature-like visual representations can make food appear more natural to consumers.

“Looking more natural, in turn, can make food appear healthier because people tend to find natural things (for example, organic foods or natural remedies) healthier than things that aren’t natural (for example, processed foods or synthetic chemicals. ), “He explained.

Study method person

For this study, 400 panelists in the US (54% women) were randomly assigned to evaluate the health (calories, fat, and nutrition) of the same type of food in its ‘pretty’ and ‘bad’ presentation.

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