Hovis – As good today as it`s ever been Institute of Practitioners in

Institute of Practitioners in Advertising
Grand Prix, Gold, Effectiveness Company of the Year, IPA Effectiveness Awards 2010
www.ipa.co.uk
Hovis – As good today as it's ever been
Andy Nairn – MCBD
EDITOR'S SUMMARY
This paper is a worthy winner of the Grand Prix. It really stood out as an exemplary case among both sets of judges. This paper deals with
the revival of one of Britain's oldest brands, and shows how great advertising turned it into one of Britain's fastest growing brands. Hovis
had been in trouble since 2006, falling far behind regional upstart Warburtons. The ‘As good today as it's ever been’ campaign leveraged
history to prove enduring modern relevance for the brand. In fact the judges were particularly impressed with how Hovis mined its
archaeology to create a fresh and modern campaign that was completely true to one of the UK's best loved brands. Communications
included an 122-second TV commercial and a PR onslaught, as well as a host of product-specific communications, which together resulted
in the campaign being voted the nation's ‘Campaign of the Decade'. But this wasn't simply a beautifully executed and hugely popular
campaign, it was incredibly effective too. Sales grew by 14% year-on-year, and the share gap with Warbutons, which had been projected
to reach 20 percentage points, narrowed to only six percentage points. Up to £90m incremental profits were generated, representing a
payback of c.£5 to 1. This is something the judges were delighted to see – evidence that great and liked ads, also sell. This paper
illustrates the power of advertising at its best, using an emotional celebration to deliver tangible brand share gains. Nothing else changed:
the product range, the recipes, the distribution, the pricing all remained untouched, but a shift in advertising changed the business's
fortunes fundamentally. It is all the proof needed of the alchemy of great advertising.
INTRODUCTION
Hovis is a great British brand. Founded 122 years ago, it had become a household name for generations.
However, since 2006, Hovis had found itself in serious trouble. Product quality had gradually been ignored; advertising cut-through had
been neglected; and packaging had become somewhat recessive.
By the end of 2007 Hovis’ share was plummeting – exacerbated by the runaway success of Warburtons: the previously regional player
whose rise now ‘appeared unstoppable’ (Figure I):1
The analysts at Panmure Gordon noted impatiently that Hovis was ‘painfully haemorrhaging volume'2 but as the Figure 1 shows, it was the
value of these lost sales that was truly alarming: if the brands continued to diverge at this rate, then there would soon be a 20% point
share gap behind Warburtons – equivalent to £360m sales p.a.3
This decline also had some important side-effects.
First, retailers were watching with growing impatience: if the situation went unchecked, distribution might be affected, which would then
cause sales to spiral further downwards.
Second, morale among the 6,500 staff was low.
Finally, since Hovis was Premier Foods’ biggest brand by far, its difficulties were affecting investor confidence in the parent company. The
Sunday Times summed this up in typically acerbic fashion as shown in Figure 2.4
Bakery industry observers agreed that the brand was in ‘dire straits'5 and that a complete relaunch was needed.
However, several additional factors meant that this would not be easy …
THE SCALE OF THE TURNAROUND TASK
Alow interest category
Bread is perhaps the ultimate ‘staple'.6 Consumers take the category for granted, buying it on autopilot, often on price or ‘best by’ date.
Retailers are similarly blase, often using it as a loss leader while they focus on more exotic food categories and white goods.7 The media
are also disengaged, only commenting on it in exceptional circumstances (typically negatively, in connection with some dietary fad or
other).8 In short, bread may be many things but ‘one thing it is not is glamorous'.9 Any brand relaunch in this sector would have to fight
really hard to capture the popular imagination.
A rampant competitor
Warburtons had grown from a small regional player to be the second biggest FMCG brand in the UK (after Coke). Family owned and with
strong Bolton provenance, textbooks often cited the company for its passion and dynamism.10 It would not give up its hard-won market
share easily.
Own label pressure
The relaunch would coincide with the worst recession for generations. The expectation – subsequently borne out – was that consumers
would desert weak brands for own label.11 Given its recent travails, Hovis seemed particularly vulnerable to this threat.
An old-fashioned image
Although Warburtons was actually 10 years older than Hovis, it felt much more dynamic. It wasn't just that Hovis was an old-fashioned
brand, it was the definitive old-fashioned brand. Indeed, Hovis was considered so antiquated that its name had entered the vernacular as a
shorthand for anything or anybody with a rose-tinted, out-of-touch, overly nostalgic view of the world.12
AN ADVERTISING MILLSTONE
Finally, Hovis was constrained by its own advertising heritage. The 1974 classic ‘Boy on bike’ was one of the most famous commercials of
all time. However, it had plagued countless attempts to revitalise the brand since then. As one agency ruefully put it:
'The ad stood for old-fashioned values – the very opposite of what Hovis was now trying to be. Worse still, any reference to
that ad (even a hint of sepia …) and people didn't listen to another word you had to say to them'.13
Given all these challenges, Campaign magazine noted that the situation looked ‘pretty desperate'14 and the prospects for a Hovis revival
seemed very remote indeed.
OUR STRATEGIC SOLUTION
In early 2008, a new team15 was assembled to deal with these myriad challenges.
We pored over the existing data – from Millward Brown to IRI – with fresh eyes and also commissioned further research, including
qualitative research and semiotics.
From this, it became clear that consumers were increasingly differentiating between ‘good bread’ and ‘bad bread'. They associated the
former with ‘healthy, natural, tasty food from real bakers’ whereas they characterised the latter as ‘processed products from massmanufacturers'.
The problem for Hovis was that it was increasingly being relegated to the latter group. This was a travesty, given that Hovis's products
actually tend to be more natural, and healthier than their rivals – and also given the brand's historical associations with baking heritage and
‘goodness'.
As a team, we determined to set the record straight and move Hovis back into pole position as the leading ‘good bread'. Importantly, this
was not a one-dimensional shift, focused exclusively on health: in fact it mustn't be, as too much ‘puritanism’ could undermine taste
expectations and make mums worry about rejection from their families. Instead, it was a multi-dimensional shift (encompassing the interrelated issues of health, taste, authenticity and naturalness), which is depicted in Figure 3.
What was intriguing about this shift was that the strategy did not preclude referencing the brand's heritage, as had always been assumed.
In fact, a nod to the brand's roots might be positively useful – as long as we showed how Hovis's historical baking expertise was still being
put into practice today.
This insight led to a two-stage strategy, whereby we set out to remind people of Hovis's glorious heritage and then moved on to promoting
the modern range …
Stage 1: Relaunching the brand
Encouraged that history might be our friend rather than ‘the biggest handicap that Hovis had',16 we revisited an old line ('As good for you
today as it's always been'). By deleting the words ‘for you’ (which suggested a purely health-focused message) we had the perfect
encapsulation of our holistic ‘good bread’ strategy: Hovis was simply ‘As good today as it's always been'.
We then brought this idea to life with an epic TV ad. Again this commercial deliberately borrowed from the past: it featured a lad on a
journey, clutching a loaf of bread, just as ‘Boy on bike’ had done. But this time, the lad found himself running through all the major events
of the last century, before returning home safe in 2008 (Figure 4).
We also used the same thought to create a striking press campaign, where classic Hovis ads of yesteryear were updated to showcase
modern products (Figure 5).
This message was amplified by a host of PR activities, which (crucially) we built into our thinking upfront, rather than tagging them on at
the end, as is often the case. For instance:
●
we cast journalists as extras, to help maximise coverage;
●
we created intrigue around the search for the new Hovis lad;
●
we commissioned a survey to ask consumers which historical events best summed up the British ‘spirit’ (later used on radio and on
TV interviews);
●
we created a piece of teaser content for the City;
●
we brought back the iconic ‘Little Brown Loaf from the 1890s, for a limited period;
●
we offered limited edition vintage baking tins via Harrods;
●
we even created an interactive pack for teachers, tied into the New Literacy Framework (Figure 6).
The message was also merchandised heavily internally, to ensure buy-in from staff. For instance:
●
we held three employee conferences up and down the country to launch the idea;
●
we cast several members of staff as extras;
●
we took over the Premier Foods internal magazine with the inside story (Figure 7).
Stage 2: Communicating great product stories
Having launched the big brand idea that Hovis was ‘As good today as it's always been', we now needed to up the ante on the modern
product evidence.
So throughout 2009, we communicated a host of hard messages within the campaign umbrella. For instance:
●
we highlighted the surprising fact that two slices of Best of Both contained as much calcium as a glass of milk;
●
we challenged consumers to ‘feel healthier or your money back’ when switching to Hovis Wholemeal;
●
we conveyed taste test results for our Soft White loaf (Figure 8);17
●
at Remembrance Sunday, we used our Seed Sensations poppy seed loaf to raise money for the Royal British Legion (Figure 9).
Most recently, we promoted the fact that Hovis is the only bread brand to be made with 100% British wheat. We supported this with a
multimedia campaign which included product-specific TV ads, posters, a two-minute ‘cropumentary’ capturing our first homegrown harvest
on film and a PR-friendly crop design (Figure 10).
USE OF CHANNELS
We launched with TV advertising, because we needed to catapult Hovis back into the nation's hearts and the medium remains unbeatable
for engaging people emotionally.18 However, this was no ordinary TV campaign.
Most famously, the launch ad was a media first, running at 122 seconds (one second for every year of Hovis's history and thus very PRable) before cutting down to 90" and 10".
Equally importantly, we chose appropriate programming for the ads, such as ‘Coronation Street’ (where ITV took the unprecedented step
of cutting the soap by 2 seconds to accommodate us – another PR coup) and the ‘Pride of Britain Awards'.
We also deployed the power of the creative idea in cinema, where over 3.5 million people saw the ad in all its glory on the big screen.19
We used online to maximise interest, taking over the likes of MSN and Virgin Media on launch day. Over 300,000 people watched the ad
online in the first month alone.20
As Mark Ritson put it in Marketing:
While both Warburtons and Hovis are spending similar amounts [on media], Hovis is well ahead. Aside from the huge
audience it delivers, Corrie is also the perfect media context for the brand: traditional, domestic, emotional. In contrast,
Warburtons got similar audience numbers when it premiered its ad during the X Factor but totally missed the context. It's a
similar story with the length of the ads: Warburtons’ 60-second spot is longer than usual but hardly breaks the mould.
Choosing 122 seconds … was a stroke of genius by Hovis.'21
When we moved into the product communication phase, we adopted a slightly different mix. We continued to use TV as ‘air cover’ but also
supported this with more direct media such as newspaper advertising, doordrops, inserts and outdoor located near supermarkets. In both
phases, PR played a major role.
Overall, the lay down is shown in Figure 11.
RESULTS
A PR phenomenon
91%22 of consumers saw the campaign, whether in situ or via the unprecedented media coverage it generated: over £2m's worth in total
(Figure 12).23
As the Guardian noted: ‘Even if you haven't seen the new Hovis ad on TV yet, you will almost certainly have read something about it
recently.'24
The most popular advertising of the decade
The campaign wasn't just talked about, it was warmly embraced.
The launch film was one of the most awarded commercials of recent times, scooping the BTAA Grand Prix among a host of others.25
Indeed ‘Go on lad’ was named Campaign of the Year by sources as diverse as Campaign magazine,26 the BBC, 27 Film4,28 UTalk29 and
Mintel.30
The Mintel award was particularly encouraging, since it involved a poll of 2000 consumers assessing 185 advertisers, and Hovis came first
for both memorability and likeability (Table 1).
But the real accolade came in December 2009, when 8000 ITV viewers named ‘Go on lad’ the Ad of the Decade in a show broadcast on
primetime TV (Table 2).31
Critics called the campaign Awesome … brilliant … spectacular in every way'32 while the Independent claimed it was ‘Little short of a
masterpiece.'33
However, some cold hard facts from Millward Brown are perhaps more instructive in explaining the campaign's popularity. Quite simply, the
campaign was far more distinctive, interesting and involving than usual (Figure 13).
Consumers therefore enjoyed it far more than normal and talked about it with their friends to an unusual degree (Figure 14).
Hard working communication
The campaign wasn't just sponsored education though. For starters, the branding was phenomenally strong, with almost everyone agreeing
that ‘I would definitely remember the advertising was for Hovis’ (Figure 15).
Communication was also very clear, with consumers taking out a whole host of positive messages, from longevity and authenticity to
goodness and quality: in other words the desired shift to ‘good bread’ (in all senses of the word) was coming through clearly (Table 3).
It's important to emphasise that this wasn't just the brand TV at work. The press advertising was particularly helpful in lending credibility to
what was already a very persuasive campaign (Figure 16).
Likewise the multi-media approach helped boost appeal and purchase intent still further (Figure 17).
Improved consumer perceptions
Sure enough, perceptions of Hovis as ‘good bread’ rose dramatically, in line with our strategy (Figure 18).
Importantly, this renewed sense of Hovis being ‘good bread’ was not limited to health though, ensuring that all-important family appeal was
increased, rather than diminished (Figure 19).
Crucially, these improved brand impressions were accompanied by improved product impressions across the board, as the format-specific
activity kicked in, in 2009 (Figure 20).
Hence, Hovis is increasingly known for its modern, differentiated products, not just its heritage (Figure 21).
As a result of all these perceptual shifts, overall consideration of Hovis rose significantly over the campaign period (Figure 22) …
…as did measures of perceived value and advocacy (Figure 23).
Changed consumer behaviour
We translated these changed perceptions into changed behaviour.
Annual penetration rose from an already high base (72.5% to 74.6%).34 Meanwhile frequency rocketed … (Figure 24).
It's worth noting that a rise in both penetration and frequency is very rare indeed. Usually a rise in the former is accompanied by a fall in
the latter, as lighter users are brought in. Likewise, a rise in frequency is usually accompanied by static penetration, as the focus is
normally on existing users. According to the IPA Databank (which in itself is limited to the most successful campaigns) only 6% of
advertisers manage to grow sales among both existing and new buyers (Figure 25).35
Rising sales
After two years of more or less continuous decline, Hovis sales started to rise. And kept rising. Until the brand was up 14% year-on-year
(Figure 26).
In absolute (£ sterling) terms, this made Hovis Britain's fastest growing FMCG brand in 2009 (Figure 27 and Table 4).
Rising share
Most importantly of all, overall share rose consistently, so that the yawning gap predicted never materialised. Instead, Hovis is now only a
tantalising 6% points behind Warburtons (Figure 28).36
Within this, the format-specific campaigns were particularly successful. For instance our ‘Wholemeal challenge’ activity grew share of brown
bread by 2.3% points and our ‘Best of both with calcium’ activity grew its share of the half-and-half category by 4.1 % points.37 On a
different note, our ‘Poppy’ campaign raised over £130,000 for the Royal British Legion.
Management Today hailed these share gains as ‘remarkable'38 while the Wall Street Journal also praised the brand's ‘strong showing'39 and
the Daily Mail called it a ‘Triumphant comeback'.40
The Marketing Society agreed, naming Hovis as the single most impressive Brand Revitalisation of 2008.41
Likewise, the Chartered Institute of Marketing named Hovis as its FMCG brand of 2009.42
Bakery industry observers simply called the campaign a ‘runaway success'.43 All of which was obviously a far cry from the ‘desperate'44
situation we had found ourselves in pre-launch.
A City success story
With such a dramatic and conspicuous success story, the campaign was also welcomed by the City and the trade (Figure 29).
Premier's shares outperformed its fellow British food producers by c.24% in 200945 and while it would be ridiculous to claim this was all
down to the Hovis campaign, the activity did feature prominently in the analysts’ reports, with Investec concluding that ‘it is clear that the
relaunch has been a success in terms of sales and marketing'46 and Panmure Gordon agreeing that ‘The Hovis relaunch was more
successful than we had expected … [with a] significant improvement in brand health measures … much better sales … [and a] much
improved market share performance.'47
ELIMINATING OTHER FACTORS
Did Hovis simply slash prices?
No, the average price of a Hovis loaf actually rose over the period,48 because of increases in the cost of raw materials. This should have
depressed sales, especially given that bread generally and Hovis specifically are notoriously price-sensitive.49
Did Hovis raise prices by less than the competition?
Again, no. Warburtons also raised their prices over the period, meaning that the relative gap between the two brands remained virtually
static.50 However, while perceptions that Hovis was ‘worth paying more for’ rose by 3% points over the period, Warburtons’ score on this
measure fell by 5% points – suggesting that our campaign was more successful in justifying the price rise.51
Did Hovis increase its use of promotions?
All bread brands (and indeed most FMCG brands) have increased their use of promotions over the last two years, due to the recession.
However, Hovis has increased its use of promotions less than the market as a whole, and far less than Warburtons, who have been forced
into defensive tactics for the first time (Figure 30).
Certainly, the analysts at Dresdner Kleinwort noted that ‘Hovis's strong performance isn't simply being achieved by a ramp up of
promotions'.52
Did Hovis benefit from distribution gains?
No, there were no significant distribution gains, either for the masterbrand or the main SKUs.53
Did Hovis outspend the competition?
No. Hovis did increase its absolute spend (by 5%), as you'd expect for a relaunch.54 However, this provoked the competition to spend even
more, so that Hovis's share of voice actually fell (by 6%).55 Given that share of voice is known to be a much more accurate predictor of
success than absolute spend,56 we can discount this as a factor.
Did Hovis simply benefit from weak competition?
No. Our campaign created competitive disarray, rather than simply benefiting from it. As noted above, Warburtons’ intital reaction was to
increase its adspend and promotional activity. However when this didn't work, the company was forced to change its advertising agency for
the first time in 12 years – a move directly attributed to our campaign.57 Within months, Kingsmill also changed their advertising strategy –
again, apparently as a direct result of our campaign.58 And while own label increased its share of grocery from 38%–41% over 2008–2009,
Hovis was highlighted as one of the few brands to avoid this onslaught.59
Did bread as a whole simply become more popular?
Bread sales did indeed rise by c.2% in volume over the period.60 However, we have already accounted for market growth by citing share
data in our analysis above.
ESTIMATING THE RETURN ON MARKETING INVESTMENT
As we've already seen, Hovis had been losing market share at an extremely steady rate,61 for over two and a half years before launch.
Let's be conservative and assume that this decline continued at the same steady rate (ignoring the fact that a sharper decline might have
been more likely as delistings would eventually have kicked in).
This allows us to calculate the incremental sales generated by the campaign, on a monthly basis (Table 5).62
The £120.6m total short-term sales figure is impressive in itself. But of course, to calculate the real ROMI, we need to factor in the longerterm value of these sales. Applying a rough FMCG industry ratio,63 we can estimate that these effects could be 2.5 times greater than
stated here, giving us a potential total of £3 01.5m.
Now, Premier Foods is understandably reluctant to disclose the profit margin for individual brands, but if we apply the company's average
gross margin of c.30%,64 this would give us a potential return of £90.5m.
Subtract the total campaign cost of £15m65 and this gives a net return of £75.5m or a ROMI of c.5 to 1.
Put another way, as long as the campaign generated 20% of the effects described above, it will have paid for itself.
NEW LEARNING
Household expenditure on food and drink amounts to over £90bn each year.66 Media spend is similarly astronomical, with £990m spent.67
However, food is a neglected category in terms of marketing accountability.
For instance, food brands account for a decreasing share of IPA winners (Figure 31).
Moreover, a recent report by Deutsche Bank found that 73% of investors did not have a ‘good idea’ about how the food and drink industry
spends its marketing budget, and whether this spend pays back.68
So at a basic level, this paper is simply a timely reminder of how to do great advertising in a huge but neglected category.
However, the bigger lesson is how to market your way out of a recession. Conventional wisdom, based on previous downturns, had been to
focus exclusively on new news.69 However, this campaign suggests that an even more effective approach can be to leverage a brand's
heritage as well as presenting new product stories.
The success of the Hovis campaign has meant that this strategy has already been copied by a myriad of other advertisers, across all
categories.70 However, most commentators have been generous enough to acknowledge that ‘Hovis did it first and best'71 and that the
brand should therefore be congratulated for ‘Setting a fine example to fellow brand owners under pressure'.72 Certainly we believe that, in
years to come, it will be Hovis which is remembered as the generator of this valuable new learning.
IN CONCLUSION
When the Hovis campaign first broke, the editor of Campaign wrote that:
You have to like this. That's an order. You have to like it because it says so many great things about the power of
advertising, about the power of investing in a long-term marketing strategy, about the power of long-format ads and about
the power of the TV medium, still, to take your breath away. This ad will reap rewards for Hovis for years to come.73
This mixture of creative brilliance, corporate bravery, bold channel planning and commercial success certainly make the Hovis campaign a
powerful advertisement for our industry as a whole.
And at a time when marketing communications budgets are under more pressure than ever, it's worth celebrating the fact that a great idea
can still be ‘as good today as it's always been'.
NOTES
An ASA adjudication was placed against an aspect of this campaign. No further action was taken however, thus the judges decided that it
did not affect the paper and its ability to be judged.
1 Source: Bakeryinfo.co.uk January 2010. Figure 1 uses IRI data.
2 Source: Panmure Gordon Equity Research 22/01/09, referring to 2008.
3 Based on a market size of £1.81bn (Source: IRI).
4 Source: The Sunday Times 02/03/08.
5 Source: Bakerinfo.co.uk January 2009, referring to 2008.
6 A fact acknowledged by sources from the British Baker (25/01/09) to the Flour Advisory Board (01/02/09).
7 E.g. see The Independent 19/03/05.
8 E.g. see BBC News 13/07/04, Daily Mail 20/10/06, or BBC News 21/09/07.
9 Source: The Grocer 18/05/09.
10 E.g. see Adam Morgan, Eating the Big Fish, New York: John Wiley & Sons, 1999.
11 E.g. see The Times 17/08/09.
12 Source: Sign Salad Semiotic Analysis 2008.
13 Source: ‘Repackaging goodness’ Hovis IPA Paper 2002.
14 Source: Campaign 11/12/08.
15 Jon Goldstone and Julie Leivers at Premier Foods. MCBD, Frank PR, Cirkle, JKR, MediaVest, Communicator and Agency Republic on the
agency side.
16 Source: ‘Repackaging goodness’ Hovis IPA Paper 2002.
17 An ASA adjudication was placed against an aspect of this campaign. No further action was taken however, thus the judges decided that
it did not affect the paper and its ability to be judged.
18 Source: Les Binet and Peter Field, Marketing in the Era of Accountability, Henley-on-Thames: Ware, 2007.
19 Source: MediaVest.
20 Source: Premier Foods.
21 Source: Marketing 08/10/08.
22 Source: Mintel Brand Elements Survey January 2009.
23 Source: Frank PR.
24 Source: Lucy Barrett, The Guardian 22/11/08.
25 BTAA (Grand Prix, 3 Golds and 1 Silver); Creative Circle (2 Golds and 1 Silver); FAB (Best in Show and 1 Gold); Cannes (1 Bronze
Lion); Campaign Big Awards (Winner); Gramia Awards (Winner).
26 Source: The 2008 Campaign Annual.
27 Source: BBC Magazine 31/12/08.
28 Source: Film4 January 2009. Based on a survey of 8,500 viewers, this award won Hovis a free airing of the 122-second launch ad, plus
a televised interview with the director, in a solus ‘Director's cut’ adbreak.
29 Source: UTalk People's Choice Awards 2008. Based on a sample of 1,000 adults. Our ‘Poppy’ ad won the same award in 2009.
30 Source: Mintel Brand Elements January 2009.
31 Source: ITV Ad of the Decade 20/12/09.
32 Source: Judges’ comments, Film4 Director's Cut Award, as reported in Campaign 14/11/08.
33 Source: The Independent (17/05/09).
34 Source: TNS 52 weekly data. Pre = August 2008, Post = December 2009 (latest data available). On a 4 weekly basis, the story is
similarly impressive, showing a rise from 31.7% to 35.9% (same time periods).
35 Source: Les Binet and Peter Field, Marketing in the Era of Accountability, Henley-on-Thames: Ware, 2007.
36 Source: IRI.
37 Source: IRI.
38 Source: Management Today 06/08/09.
39 Source: Wall Street Journal 14/01/10.
40 Source: Daily Mail 13/05/09.
41 Source: Marketing Excellence Awards 2008.
42 Source: CIM Awards 2009.
43 Source: Bakeryinfo.co.uk January 2010.
44 Source: Campaign 11/12/08.
45 Source: Evening Standard 15/10/09.
46 Source: Bakeryinfo.co.uk 03/08/09.
47 Source: Panmure Gordon Equity Research 18/03/09.
48 Source: IRI. The average unit price of a loaf of Hovis rose by c.11% 2008–2009.
49 Source: ‘Repackaging goodness’ Hovis IPA paper 2002.
50 Source: IRI. Hovis remained marginally more expensive (c.3p per unit) over the period.
51 Source: Millward Brown Tracking. Pre=August 2008, Post=December 2009 (latest data available).
52 Source: Dresdner Kleinwort ‘Supermarket sweep’ 04/02/09.
53 Source: Premier Foods. There were some gains on 400g products and in the convenience sector, but these are a relatively small part of
the Hovis business (which is dominated by 800g sales in multiple grocers). And in any case, they are netted off by distribution losses
elsewhere.
54 From £10,798,000 in 2006–7 to £11,417,000 in 2008–9. Source: Premier Foods.
55 From 32% to 30%. Source: Nielsen.
56 Source: Marketing in the Era of Accountability (Binet & Field 2007).
57 Source: Marketing 12/08/2009.
58 Source: Marketing 2/09/2009.
59 Source: TheTimes 17/08/2009.
60 Source: IRI 2008. This slight market increase is thought to be due to recession-hit Britons increasingly making their own sandwiches.
61 Just over 0.2% points per month. See Figure 28 on page 53.
62 Source: IRI.
63 Source: Tim Broadbent, ‘How advertising pays back', Admap, 422, November 2001.
64 Source: Premier Foods Annual Report 2009.
65 Includes all media, agency fees and production.
66 Source: Kantar Worldpanel.
67 Source: Nielsen.
68 Source: Marketing Week 21/01/2010.
69 E.g. The Daily Telegraph 07/08/08 ‘Innovation is the key to recovery from a recession'.
70 E.g. Sainsbury's, Milky Bar, Persil, Virgin Atlantic.
71 Source: Sarah Carter, Marketing (24/6/09). The Independent (17/05/09), The Guardian (13/05/09), Campaign (29/05/09) and The
Grocer (23/05/09) all make similar points.
72 Source: Mark Kleinmann, City Editor of the The Daily Telegraph, writing in Marketing magazine 11/03/09.
73 Source: Claire Beale, writing in the The Independent 15/09/08.
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