YETI coolers have become a recent status symbol in the United States, as their high-tech coolers range from $200-$1,300. Although there are other brands like Coleman and Igloo who make comparable sized coolers with similar technology to keep temperature low for around $40, why do consumers still choose YETI over them?

Similar to Hydroflasks and Patagonia, YETI competes not only with the quality of the product they’re selling, but also by buying the loyalty and trust of their consumers. Quality has become non-negotiables; everyone has the technology. But these brands are selling dreams – they create an aspiration on what you could do with the cooler, not what you’ll actually be doing.

This high loyalty marketing is becoming the powerhouse of moving consumers’ morals and beliefs. Consumers are less tied to the products, but consider what the brand stands for as more important – like we’ve seen with Nike with Kaepernick, and Patagonia with environmentally awareness, etc.

App downloading is the start of showing loyalty. However, it cannot end here. How would Jack consistently earn consumers’ trust especially in the QSR realm, where consumers have high cross-shopping tendencies and low brand loyalty? Our challenge is to create that halo effect for overall brand trust beyond each product.

Tide detergents has launched a network of 1,000 pick-up points in the US, plus an app to arrange a laundry service. The goal is to double the number of pick-up spots across the US within the next year. The collection points work a bit like Amazon lockers, and are in supermarkets and college campuses.  The app tells you where to drop off your washing, and will give you an alert when it is ready to collect. The business model behind the laundry service is to give back to customers by providing them with premium laundry services while giving them some time in their day back.

This is a great opportunity to increase positive brand sentiment across loyal and potential customer bases as well have an opportunity to promote other products/services the company can offer. The Tide laundry service also creates an incentive for customers to use the service with the promise of getting some time back into their busy schedules. The ability for a brand to establish trust with consumers is crucial because of the power they have to alter industry trends. Tide is utilizing their equity as a trusted laundry brand to disrupt the business of traditional laundry mats, fluff & folds and people who don’t want to do their own laundry. The strategy would be an effective way to conquest other QSR or delivery partners in the space

 

WeWork in China has launched a feature, WeWork Go, which allows for customers to pay for desk space by the minute as opposed to their original model which had customers paying for long-term work space. This new feature is to combat competition from Starbucks which essentially is a free hub for workers to have an extended office space – alongside the purchase of a coffee or pasty. Big and small coffee locations are offering a commitment-free work space with limited payment required, but as we all know from our own experience, the noise levels can be distracting. The new WeWork feature alternatively will be providing free coffee for paid quiet space.

With the rise of on-demand business such as Uber, AirBnB, etc. Companies have seen a shift in the traditional brick-and-mortar model and more towards services that are available wherever and whenever a consumer needs them. There has been less of a need of consumers to buy in bulk because products and services can be available at any moment via online devices.

Additionally, coffee as a menu item has become a popular topic among the QSR industry. Coffee has become more of a social activity for consumers in recent years, of habitual consumption too. These establishments thrive because of the promise of a free space with no formal commitment. How can we reimagine at Jack “Getting coffee with breakfast” to “Getting breakfast with coffee” to drive the category and sales for Jack?