Tag Archives: Digital Marketing

Apr 01 2026
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The 2026 Sustainability Shift

We’ve come a long way on the ‘eco friendly’ journey from appealing to early adopters, premium pricing and novelty through to it being given that any brand’s product is manufactured ethically and sustainably.But as we move through 2026, the landscape has shifted somewhat and sustainability is most certainly no longer a luxury add-on or a PR strategy; it has become a necessity for brands and a non-negotiable demand from the consumers.

This change has moved on and isn’t just about ‘saving the planet’ in an abstract sense. It is driven by a mix of stringent new laws and a very specific mindset: the Thrifty Eco consumer, which is quite common in the UK today. The Cost Per Use (CPU) is becoming increasingly important, purchase price divided by the number of uses, enabling consumers to measure the long-term value of their product and a higher quality item with a greater upfront cost, often lowers the average CPU meaning consumers can save money by spending more.

Built To Last

The cost-of-living crisis has, for many,  changed how we shop and according to the KPMG UK Consumer Pulse 2026, a massive 58% of UK shoppers believe the economy is worsening. This financial anxiety has birthed a more cautious, “low-time-preference” consumer.

We aren’t buying eco-friendly products just to be noble; we are buying them because we cannot afford for things to break. In 2026, the takeaway for brands is clear which may are adopting, don’t just market ‘green’ market ‘longevity’. When budgets are tight, durability is the truest form of sustainability. The greatest environmental sin a product can commit is being disposable or having a short lifespan. Shoppers are now prioritising items that carry 10-year warranties or “designed for life” badges, shifting back to the traditional traditional ethos of “Buy once, buy well.”

The Death of the Vague Claim

If you feel cynical when you see a ‘natural’ logo, you aren’t alone. Research from the 42 Technology Consumer Sustainability Report 2025 shows that while 84% of us are trying to live greener lives, only 16% actually trust what brands tell us.

This fatigue has met its match in the law. Following the 2025 bans on misleading ads, the Competition and Markets Authority (CMA) has taken the gloves off. Under the Digital Markets, Competition and Consumers Act, brands now face fines of up to 10% of global turnover for misleading claims. We are moving from ‘Eco Friendly’ (vague) to ‘Carbon Neutral verified by [Standard X]’ (specific).

The Financial Cost of “Bad” Packaging

Sustainability is no longer just a moral choice; it is a balance sheet requirement. New Extended Producer Responsibility (EPR) rules mean retailers pay more for “red-rated” packaging (hard to recycle) and less for “green-rated” versions.

Packaging that uses multi-material laminates or virgin plastics now carries a heavy financial penalty for the brand. This is why you will see less bulky plastic in delivery boxes. Retailers literally cannot afford to send it to you anymore. For the consumer, this lifts the “recycling guilt” of a wheelie bin overflowing with plastic air pockets after a single online order.

ESG Compliance at the Shelf Edge

For homeware brands, the challenge is now about proving Environmental, Social, and Governance (ESG) compliance at the point of sale. You cannot hide a questionable supply chain behind a glossy advert anymore. Retailers are increasingly using “Repairability Scores” on price tags for Small Domestic Appliances (SDA).

If a toaster or a kettle is glued shut and impossible to fix, its score will be low, and consumers are voting with their wallets. Brands like Dualit have seen a surge in interest because they have long offered spare parts for every component. In 2026, the ability to buy a new heating element for £15 rather than a new toaster for £60 is the ultimate “green” feature.

Re-commerce and the Second Life

Despite tight budgets, the appetite for ethical shopping remains. Industry reports from GS1 UK show that 67% of consumers are willing to pay more for products with verified sustainability credentials. We are also seeing a boom in ‘Re-commerce’, with the pre-loved market growing five times faster than standard retail.

Rather than seeing the second-hand market as a threat, the most successful brands in 2026 are treating it as a “second bite at the cherry.” Retailers are now launching their own resale sections, offering store credit in exchange for old products. This keeps the customer in the ecosystem while providing a high-margin “pre-loved” item for the next buyer.

Digital Product Passports (DPP)

A major shift this year is the introduction of Digital Product Passports (DPP). Driven by EU regulations that UK brands have adopted to maintain trade fluidity, these QR codes turn a product into a transparent story.

Scanning a code on a wooden dining table now shows exactly which sustainably managed forest the oak came from and the carbon footprint of its journey. This is spearheaded by Gen Z and Millennials, who view “ownership” as a temporary state. They consider a product’s resale value before the first transaction is even complete. Brands that facilitate this through “buy back” schemes or DPPs that stay with the item through multiple owners are winning the loyalty of this digitally savvy demographic. This approach will inevitably trickle down to other categories including those daily essentials we use in the kitchen such as utensils and much more.

Case Studies 

The brands winning in 2026 are those that replace vague adjectives with specific engineering achievements and “Closed Loop” manufacturing where factory waste is recycled back into the production line.

Miele has become a lead example of how to ensure ESG compliance at the shelf edge. Their 2026 marketing focuses on precision and waste reduction:

  • Cooking: Ovens adjust to use only the exact heat needed, while hobs heat only the specific area a pan requires, reducing energy waste.
  • Laundry: Their honeycomb drum technology is marketed as a garment preservation tool, ensuring clothes last longer and stay out of landfills.
  • Dishwashing: Modern units now use as little as six litres of water and have reduced detergent consumption by 30%.
  • Cooling: Advanced refrigeration tech now extends the shelf life of food by up to five times, directly tackling the UK’s food waste challenges.

Quality is the New Eco

For brands, the days of sticking a green mark on a box thinking ‘job done’ and hoping for the best are gone. By 2026, people have grown wise to the difference between a brand that cares and a brand that is managing consumer guilt. Sustainability is no longer a secondary consideration over design; it is the de facto starting point of making a well designed practical and truly sustainable decent product.

If a company cannot prove their appliance will last or provide proof behind their claims through a quick scan of a QR code, shoppers will always look elsewhere. We have moved away from the habit of buying  products to merely  throw them away, shifting instead towards buying items that we intend to keep and that they are worth investing based on its lifecycle. The brands that will inevitably come out on top are the ones that are being honest with consumers, focusing on quality that actually stands up to daily life and the test of time reducing the average cost per usage.

To read the published article by Rupert Cook, Marketing Director, please visit Housewares Magazine

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Mar 30 2026
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Footfall Starts Online

For all the talk of AI, automation, and online shopping, the reality on the UK high street tells a remarkably different story. Physical retail remains where the vast majority of our spending happens. In fact, Mintel reports that £7 in every £10 spent in UK retail in 2025 was still spent in-store.

This statistic reveals something vital: people shop for the physical experience. They genuinely enjoy seeing items in person, chatting with knowledgeable staff, and feeling part of something familiar. Shops are part of the rhythm of everyday life, not just transactional spaces. This is particularly true in the considered purchase sector for investment items, where physical reassurance matters.

Searchability

When people search locally, they intend to act fast. The ACS Local Shop Report showed that “Convenience Stores Near Me” searches hit absolute record levels in late 2025. These are high-intent shoppers ready to walk through your door and make a purchase.

Search habits are also shifting. Younger consumers increasingly favour visual social platforms over traditional engines. Around 40% of Gen Z in the UK now use TikTok or Instagram Maps to find local businesses, checking the atmosphere to decide if it is worth a visit.

For retailers, visibility now requires showing up exactly where people are looking, whether on Google, social media, or within local community conversations.

Digital Tools

Digital tools are powerful enablers of local engagement, rather than direct replacements for physical retail.

Location-based mobile advertising seamlessly connects businesses with nearby consumers at their highest point of intent. By targeting mobile users within a tightly defined radius, businesses reach customers who are ready to act, significantly increasing footfall. For example, geo-targeted Facebook ads for an IKEA store resulted in a 31% uplift in store visits among younger audiences and an 11% increase overall, definitively proving the effectiveness of hyper-local targeting.

Geofencing works similarly by creating virtual boundaries around physical locations, allowing businesses to deliver timely, relevant messages to people already within walking distance. Based purely on geographic proximity and intent, this is far more likely to convert into real-world visits than traditional digital advertising.

Targeting

To stand out, smaller retailers must ditch the polished corporate playbook. According to Dentsu, 54% of younger shoppers now actively listen to peer recommendations over aggressive brand promotions. This has heavily fuelled “Mischief Marketing” and radical transparency, as reported in VistaPrint’s Small Business Trends. Posting candidly about delivery mishaps or product flops humanises the brand and builds massive local goodwill.

Another highly effective, low-cost tactic is the “Odd Couple” collaboration, highlighted by Vistaprint. Teaming up with a completely different, non-competing local business, such as an estate agent partnering with a bakery to provide “New Home Welcome Boxes” filled with fresh sourdough, or a run club ending at the independent pub next door, cross-pollinates loyal audiences and strengthens the entire high street.

SEO / AEO

Local SEO is also rapidly evolving. Traditional keyword stuffing is making way for Answer Engine Optimisation (AEO), as people increasingly ask AI voice assistants full questions, according to Echo Web Solutions. Retailers can easily adapt to this by creating dedicated FAQ pages answering hyper-local questions, such as exactly where to recycle batteries or park for free in your specific town. Providing these community-focused answers positions your business as a trusted local authority that AI tools will actively cite, letting you capture local intent through proximity tactics.

Conclusion

Ultimately, the future of retail firmly belongs to the community. While price once dictated everything, a profound loyalty shift has occurred. Today, a staggering 63% of UK shoppers say they actively prefer small local businesses, according to DJS Research. Furthermore, Metro Bank reports that 64% of shoppers visit local independent businesses at least once a week, with their main reasons being keeping money within the community (70%) and preserving community identity (47%).Communities are desperate for their high streets to survive. This completely symbiotic relationship is backed up by the 95% of small business owners who told American Express that community support is the only reason they are still thriving today. Making your gratitude visible is perhaps the easiest and most effective marketing tactic of all. A simple chalkboard outside your shop saying, “Thanks for keeping us open,” goes an incredibly long way. Your local customers are already rooting for you; you just need to invite them in.

To read the published article by Callum Puffett, Digital Marketing Manager, Gekko Group, please visit ERT Magazine

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Mar 24 2026
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From Stage To Shop Floor: Why Product Launch Success Relies On Workforce Readiness

Consumers have never had more choice when it comes to outlets to buy their next big ticket item. For retailers, this has raised the bar, and ahead of a big product launch, understanding the customer journey is critical to achieving sales.

For many, the belief that the journey starts as the customer enters the store is outdated. This began long before they stepped foot on the high street, having likely started when they saw ads, surfed social media, asked friends for recommendations, completed research online, and made a conscious decision to step into a store because they were ready to make a decision.

This places significance on the importance of frontline teams as the shop floor is where the product story is expected to resonate with consumers and come to life to work hard in converting a sale. While retailers continue to invest heavily on the in-store experience in line with perceived demand and expectations, with new fit-outs, promotions and loyalty incentives, the readiness of the workforce is sometimes treated as a secondary consideration. For HR and people leaders, this represents a material risk to ROI for both retailer and brand, in particular amongst product launches and new category ranges in-store.

Good Customer Service is More Than Just Sales

Customer experience is increasingly determinative of commercial success. According to recent research, 52% of consumers have stopped buying from a brand due to a bad experience, with 29% citing poor customer experience (online or in-person) as the primary reason 1. This means that retailers must invest time and energy, not necessarily budget, to ensure that staff training is the cornerstone of any product launch or sales strategy, particularly where it’s not exclusive to your store. For HR leaders, this makes frontline capability a matter of revenue protection and not just a service metric. Ultimately, the opportunity for both brand and retailer can be rewarding for both parties if confident and capable salespeople are able to engage with customers of all demographics and sell the product competently.

As products become more complex, a deeper, contextual understanding from sales staff is required, and the approach in how you do this may need to be developed from practices you’ve relied on before. Take AI, does your organisation have a training programme purely focused on this increasingly more standard subject matter? Without it, teams may struggle to build credibility and confidence with a customer when selling related products. This makes them unable to reference the product in the context of real-world, practical examples and, in turn, respond accordingly to potential objections that are likely to be presented. Coupled with higher pressures on teams due to cost restraints and rising layoffs, in-depth training can often be secondary in favour of quick-win digital sessions that don’t provide enough depth for staff to do their job effectively.

For retailers and their HR teams, it’s more crucial than ever to rethink how sales staff are trained to maximise return on new product launches, in particular with new technology, and maximise the opportunities both online and in-store. The process is simpler than many think. Dual learning is the secret; combining a mix of both online and immersive, face-to-face training experiences will help drive staff knowledge, confidence, consistency, and increase that sacred ROI that every retailer seeks.

Double Up Training to Drive Performance

Last year, research proved that only a quarter of the global workforce felt equipped with the skills to advance their careers, and less than a fifth strongly agree their organisation is investing in those skills 2. In a new world, digital learning has already been put through the ultimate fit test and has been proven to improve retention more than traditional methods. Video content, mobile access and interactive tools make learning easier and more engaging for many.

That said, when selling new or complex tech products, face-to-face, immersive training will inevitably deliver stronger engagement, advocacy, and behavioural changes. This can be achieved through interaction in a live environment, allowing staff to go deeper with questioning and getting hands-on demonstrations. When tied to product launches, these sessions will potentially maximise return on training spend, and on the all-important ROI for the wider business and brands.

Training is the Foundation of CX

Tech retail giants like Apple and Curry’s have baked customer service into their brand ethos, with staff positioned as ‘Geniuses’ and ‘Experts’, with stores labelled as the ‘Home of AI’. These mottos are selling consumers the confidence to step in-store and ask sales advisors the toughest questions well before parting with their cash.

Whilst these brands operate in a digital world, knowledge like this has not been learned from a digital module alone. Dual training with the products, whether this be smartphones, VR glasses or laptops, in immersive training sessions will have offered these ‘experts’ first-hand experiences to effectively sell in-store, particularly around new technology product launches.

Last year, upskilling and reskilling became the top HR priorities for employers, topping talent acquisition and well-being 3. Empowering frontline retail staff with the technical know-how to advise correctly cannot only sell products, but also help define brand and store confidence as part of a long-term strategy to lead to enabling better storytelling, effective demonstration, and the ability to provide the personal nuance each customer requires and expects when they engage with your staff.

Customer choice is increasingly being shaped by the quality of the in-store experience, and that experience succeeds or fails with perceived consumer frontline confidence, knowledge, and credibility in your store. For HR leaders, the opportunity is clear. Elevating training to a core pillar of launch planning should no longer be optional or a secondary thought. It’s a commercial decision that should be baked into the strategy to determine sales performance, brand perception, and customer loyalty to achieve success in selling and repeat customers that become fans of your brand and the brands you sell.

To read the published article by Daniel Todaro, CEO, Gekko Group, please visit the HR Director

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Feb 13 2026
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TV Brand Building Through Sporting Sponsorship, is it a Golden Opportunity?

Brands are committing over £25.5 billion annually to European sports sponsorships as a strategic, long-term investment, which according to Nielsen, accounts for approximately 15% of a brand’s annual marketing budget. However, with an estimated 66% of consumers more likely to purchase from sponsoring companies Source, you can understand the reasoning behind such decisions and in particular for challenger brands looking to disrupt the market. 

For TV brands, major events like the Winter Olympics, which TCL is sponsoring through 2032 to gain ‘TOP’ tier prestige and challenge market leader Samsung, act as a catalyst for consumer electronics upgrades and bringing your brand into the consideration mix. Perhaps when your brand would have never registered with consumers without the mass exposure of say, the Winter Olympics, which is projected to have a global audience of 3 billion. 

Hisense, which has heavily invested in football sponsorships and in particular the FIFA World Cup, has seen itself rise to be the second-largest TV manufacturer by volume, yet its domestic market share recently dropped, highlighting the need for continuous activation and strategic evolution. 

Challenger brands such as Haier, who announced at IFA Berlin 25 their entry into the EU including the UK TV market, are positioning themselves with high-profile tennis sponsorships like the ATP Tour and Grand Slams such as the Australian and French Open. In doing so, they hope to target an affluent consumer electronics audience, as they aim to entice customers at the premium end of the TV market. Tennis sponsorship therefore suggests that a targeted, high end sports association is an effective strategy for Haier entering crowded premium markets such as the UK.

Why invest

It is estimated that the TV market in the UK was worth approximately £8bn in 2025 and forecasted to grow significantly to £20.8bn by 2035 – a 14% CAGR. This is clearly a robust growth forecast, which is driven in particular by technological advancements and changing consumer preferences. These include in the UK smart TV market, the premium TV segment, which continues to dominate sales and increases profitability for any brand. However the fastest-growing segment is the mid-range smart TVs, appealing to budget-conscious consumers, who, seeking advanced features, are more likely to invest in a challenger brand that’s new to the market. Integration with smart home devices helps sales further this is becoming increasingly popular with consumers as a way to enhance their in home user experience and connectivity – Source

Therefore the appeal for any challenger brand looking to establish itself in a new market is increasingly to align the brand with a major sporting event and that’s exactly what TCL and Hisense are doing as a way to take on the traditional brands such as LG, Samsung, Panasonic and Sony who have found value over volume a difficult challenge as their brands become for some, just more of the same at a higher price that they can’t justify any more.

While Samsung remained #1 (17% share) in the global market, TCL, the challenger brand you may have never heard of in the UK, up until now, reached a 16% share, placing it in a dead heat with the market leader. In contrast, Hisense’s share dropped to 10% in the same period, primarily due to a 24% decline in its Chinese home market shipments.

The Olympic pivot for TCL whilst Hisense owns the’”National Team Football’ space (FIFA and UEFA), has meant that TCL achieved a massive strategic move by becoming a Worldwide Olympic and Paralympic Partner through to 2032. This now propels TCL into the ‘TOP’ tier.  

Hisense has leaned heavily into the UK market, integrating the “Freely” IPTV service into its sets to win over local consumers but TCL owns its display panel manufacturing through CSOT. This allows TCL to protect its profit margins even when prices fall, whereas Hisense must negotiate for panels. This is further impacted by the clever move TCL recently made in taking control of Sony’s TV business operations in certain capacities, a move analysts believe will help TCL leapfrog Hisense in premium brand perception amongst both brands’ very similar target audience.

With both brands also aiming for Mini-LED dominance, they are now going head to head for the “Mini-LED” crown here in the UK and beyond. Hisense leads in ultra-large (100″+) sets with a 56.7% market share,however  TCL’s shipments of 75-inch and larger TVs surged by a whopping 138% in Europe during late 2025, this directly impacts Hisense’s most profitable segment which they rely on in the UK market.

TCL’s activation in Milano Cortina 2026 is moving beyond simple brand visibility to integrate its technology into the fan and athlete experience. Taking a leaf out of Samsung Mobile’s book with podium selfies, TCL are owning those precious ‘Athlete Moments’, providing connected stations at all competition venues, allowing athletes to share their experiences with family and friends. Combined with recruiting a roster of European ‘sporting ambassadors’ such as freestyle skier Eileen Gu as a Global Brand Ambassador, who appeal to younger, style-conscious audiences, athletic moments become more relevant through association with sporting heroes.

In addition to all this, TCL are also providing the digital displays for venues, technical support for the Olympic Broadcasting Services (OBS) centre, and equipping the Olympic Village with household appliances. TCL will play a key role in the IOC’s “Olympic AI Agenda,” supporting fan-facing AI experiences and real-time transcription and translation services for interviews. This partnership is clearly a move by the brand to challenge Samsung’s status as No.1. By securing the ‘Official Partner’ status that Samsung has now  held for 30 years, TCL is using the Olympics to close the remaining ‘prestige gap’ with its South Korean rivals. 

The customer journey

However, does any of it return an investment if you can’t find the product online or in-store and worse still, if those selling your devices aren’t able to pronounce or advocate for your brands as you’d like them to.

In the considered purchase space, creating credible messaging that translates easily and clearly to your target audience is a critical next step. More so when marketing a brand that perhaps isn’t completely familiar to all and remains a challenger in a very crowded and noisy market. Consideration from consumers includes justification in switching brands and even more so of a brand you may be buying into for the first time. Creating a customer journey that starts from a logo on a press wall, to a poster site campaign followed by TV and social engagement is costly to deliver and difficult to measure unless you have direct sales data that demonstrates the true impact and ROI of a brand’s investment.

Therefore, with the brand now front of mind cognitively and recognisable through Olympic association and complimentary advertising, how does a brand convert those shoppers, driven into store by your advertising efforts, into customers who buy into your brand at the point of purchase? With the brand recognition now established and the desire to buy into a new brand is greater than it may have been before amongst consumers, you’ve got the retailers ranging, the next stage is building a go to market marketing solution that builds on that awareness and plugs the sales gap. Without the knowledge on the shop floor, brand partnerships are never enough to bridge the knowledge gap and create significant change in sales out, not in. Investing in your retail partners through training and assisted sales is the next step on the brand’s journey and its future potential podium finish.

To read the published article by Daniel Todaro, Gekko Group CEO please visit ERT

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Nov 20 2025
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How to add festive sparkle to the in-store experience

As the nation starts getting out the decorations and ‘All I Want for Christmas’ takes over the airwaves, one thing is certain, the festive shopping season is well and truly underway. But for retailers, this isn’t just the season to be jolly, it’s a time of great angst. After months of planning and perfecting the strategy, and execution now underway, the question looming is will Christmas make or break me?

The Christmas TV ads have already landed, glittering with the hope they’ll capture hearts and wallets early. Consumers are being bombarded by online ads and influencer recommendations, but as they hit the high street in search of the perfect gift, amid tighter budgets and endless options, how can retailers use physical estates to reel shoppers in?

Looking at last year’s trends, it’s clear that those who’ve nailed the mix of smart pricing, irresistible promotions, memorable in-store moments, dazzling displays and well trained staff will top the tree this Christmas.

Fantastic festive promotion strategies

Festive promotion strategies must deliver, sustaining every crucial week of the Golden Quarter, and most importantly, offer clever promotions that reward shoppers loyalty. Retailers that communicate savings and product exclusivity in creative ways will resonate most with shoppers who want to maximise their spending.

“Beyond the sparkle, snowflakes and spectacle, the retail basics have never mattered more.“
Daniel Todaro, CEO UK&I, Gekko Group Marketing

For years, Black Friday and Cyber Monday were the pinnacle of the festive shopping period,  with brands starting promotions well in advance. For consumers, there’s nothing more annoying than seeing a great deal advertised, to find out it doesn’t exist in-store. Integrated on and offline strategies are vital, not only driving sales, but keeping customers happy and returning footfall.

With limited budgets, shoppers are seeking value without compromise. Many now spread gift purchases out across many months, so it’s vital for brands and retailers to act smart in thinking beyond single day discounts. We help brands track product performance online, highlighting RRP, SKUs and even marketing compliance. Retailers planning for a profitable peak period, and not just key dates, see the most success.

Merchandising matters

Beyond the sparkle, snowflakes and spectacle, the retail basics have never mattered more. Just like the Grinch, retailers are feeling the pinch, rising national insurance contributions are tightening budgets, leading to dwindling staff numbers on shop floors when they’re most needed. But with footfall about to hit its annual high, this isn’t the time to scrimp on staff.

Lack of staff often results in poorly displayed and empty shelves, leading to inevitable shopper frustration, and they’ll simply spend their money elsewhere. Retailers must work closely with brands to forecast accurately, manage deliveries seamlessly and keep the shelves stacked with festive favourites all season long.

And let’s not forget the people who make the magic happen. Store staff are the vital link between product and customer. Equipping them with the right knowledge ensures they can offer an exceptional in-store experience for customers. By creating positive, informed interactions at the point of purchase, this builds trust and encourages action, making the experience not only easier but more rewarding on both sides of the transaction.

We’ve seen success with brands and retailers that run tailored peak incentives, motivating staff to hit and surpass targets. There’s no better way to do this than a bit of healthy competition, with bonus and training campaigns offering fun rewards. The trick for festive fun is to make it engaging by gamifying targets or learning, whether in-store or through an online platform.

Spectacular in-store activations

Retailers are going to new extremes to draw in shoppers, transforming the high street into a playground of wonder in a bid to maximise footfall. One example in London is John Lewis Oxford Street, launching a ‘Member Lounge’ where shoppers can grab a glass of fizz and have a massage between gift hunts, turning retail therapy into something far more literal!

But magic doesn’t always need a big budget. Even small, thoughtful touches can spark joy, a festive photo booth for capturing memories, a ‘try before you buy’ tasting station, or a gift wrapping service that turns purchases into presents, and shopping from a task into an experience.

Technology is adding its own dazzle. Augmented reality displays, virtual try-on mirrors, and smart lighting are blurring the lines between digital and physical, creating those wow moments you simply can’t get from a screen. And with mobile apps offering tailored rewards that can be redeemed in-store, retailers are making every visit feel personal.

Sustaining festive high-street sparkle

There has never been a more crucial Christmas for the high street. With tightening margins, rising costs and pressure from online retail, physical stores are working hard to draw shoppers in. That said, ‘tis the season of opportunities for retailers, and when done right, in-store experiences remind us of what digital shopping can’t replicate, giving customers reasons to return long after the decorations come down.

To read the published comment by Dan Todaro, Gekko Group CEO, please visit Creative Brief

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Nov 05 2025
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The Digital Toolkit – Ai, Social Media and SEO for the Modern Retailer

For modern retailers, a robust digital presence is no longer optional; it’s essential for survival. Today’s digital landscape is complex, but by focusing on key strategies and leveraging the right tools, retailers can build strong customer relationships, boost brand visibility, and drive sales.

At its core, a good digital marketing strategy creates attractive online experiences that not only showcase products but also build trust and loyalty. It’s about meeting customers where they are, whether that’s on social media, in their email inboxes, or through search engines. This strategic approach allows even small and medium-sized retailers to compete with larger brands, extending their reach with a targeted message.

The Power of Social Media and Content

While many retailers are already on social media, the key to success isn’t just being present—it’s being effective. The importance of social media is clear, with global spending on social media advertising projected to reach approximately $276 billion in 2025 [Source: Talkwalker]. This highlights social media’s dominant position in the marketing landscape. Furthermore, a significant majority of consumers who have a positive interaction with a brand on social media are more likely to recommend that brand to their friends and family [Source: Synup].

However, what matters most is the content you create.

Content is King. This timeless phrase holds true now more than ever. Your content needs to be appealing, engaging, effective, and consistent. Whether you create it in-house or partner with the brands you stock, the goal is to captivate your audience and showcase your products in a way that feels authentic. For many small retailers, the challenge is having the time, budget, and creative skills to produce high-quality content.

Fortunately, modern AI tools have emerged as a real lifeline. What once took hours can now be done in minutes. AI can assist with everything from generating content ideas to writing compelling ad copy and even analysing campaign statistics. According to Talkwalker, 90% of businesses using generative AI report meaningful time savings, and 73% see tangible engagement rate lifts from AI-assisted content [Source: Talkwalker]. Tools like ChatGPT and Gemini are at the forefront of this revolution.

But AI doesn’t stop at text. Tools like Gemini’s Veo 3 & Lumen5 can create professional-quality videos from a few words of text, complete with voice-overs. If you want to reach a wider, multilingual audience, Sonix AI can translate your content and videos into different languages. This is a crucial strategy, as a majority of people prefer to learn about new products through short videos [Source: HubSpot].

The Unseen Hand of SEO

Another crucial, often overlooked tool is Search Engine Optimisation (SEO). In simple terms, SEO improves your website’s search engine rankings. It’s the difference between being on the all-important first page of Google or being lost on page ten.

The importance of SEO speaks for itself when you consider that 53% of all website traffic comes from organic searches [Source: WordStream]. SEO delivers a high return on investment (ROI), with some estimates suggesting a minimum ROI of 500% [Source: Improvado]. When compared to paid ads (PPC), SEO delivers a higher conversion rate, with some sources reporting that SEO converts at a rate of 2.4%, nearly double that of PPC’s 1.3% [Source: Sagapixel].

SEO involves a mix of strategies, including:

  • Use relevant keywords that your customers search for.
  • Create high-quality, valuable content that answers user questions.
  • Improve your site’s speed and user experience.

The goal of SEO is to increase organic (non-paid) traffic to your site, making it more visible to people who are actively looking for your products or services. A key benefit is its cost-effectiveness; many SEO tactics are free to implement. Simply ensuring your product pages include relevant keywords, such as “laptops” or “televisions,” for an electronics retailer can significantly increase the likelihood of your website appearing in search results.

Bringing It All Together

From AI for content generation to SEO for discoverability, retailers have a wide array of tools at their disposal. By strategically combining these techniques, mastering social media, embracing AI, and prioritising SEO, you can build a robust digital presence that not only attracts new customers but also keeps them coming back.

To read the published comment by Callum Puffett, Digital Marketing Manager, Gekko Group, please visit ERT

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Jul 15 2025
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Creating strategic friction through experiential to harness sales

The in-store shopping experience has emerged as a critical differentiator for physical retail, where shoppers have increasingly high expectations. Creating an enhanced in-store experience is standard practice within many retailers, in particular with the considered purchase sector.

Exceptional customer service remains high on the list for customers, with knowledgeable, friendly, and proactive staff playing a crucial role in guiding and assisting shoppers. Our own research has shown what matters to shoppers with 60 per cent wanting a pleasant retail environment, while 42 per cent of people want to speak to knowledgeable staff. However, it may come as a surprise to many of you that consider your store to be the best customer experience for your customers; whilst 75 per cent of us prefer to shop in person, it’s shocking to realise that only 9 per cent are usually happy with their in-store experience. 

Audiences today are demanding more from their in-store experience, and for good reason, because 73 per cent of consumers consider experience as an important factor in their purchasing decisions, behind price and product quality. It’s not just the experience in-store that counts either, because getting your brands involved to support you to help enhance the shopper journey could help you tap into the 91 per cent of consumers who confirmed they would feel more optimistic about a brand’s product or service after actively participating in a brand activation or experience.

When you consider that your opportunity to grab the attention of shoppers is between 5-180 seconds, your displays and how visitors are greeted and served is essential in converting browsers into shoppers. 

Retailers that offer immersive experiences can see a significant increase in dwell time and average basket size, particularly in consumer electronics and home appliances. So creating strategic friction to not make the customer feel rushed, is becoming increasingly welcomed, as is personalisation, as two-thirds of shoppers are more likely to spend with brands that offer personalised in-store experiences, using data and relevant content that relates to them. 

Experiential marketing has a profound impact on consumer purchasing behaviour, with 85 per cent of consumers more inclined to buy after attending a live marketing event. It not only attracts new customers but also fosters loyalty, with 70 per cent of consumers becoming regular customers after an experiential marketing event. A significant 65 per cent of brands acknowledge that experiential marketing events are directly related to sales success, underscoring the strategy’s effectiveness in driving revenue. 

At the intersection of where retail meets experiential, the lines are often blurred and occasionally the term experiential is referenced when in reality there has been zero positive impact to the consumer based on their experience. The need to create retail theatre that is proportionate to your audience and outlets where you sell your products is critical to your experiential success. The online experience therefore needs to match the experience in-store and seamlessly connect, as this may be the customer’s starting point. At the point of purchase, the moment the consumer steps in, the experience begins, not merely when they begin to browse, look, touch, or listen. The customer journey should reflect you and the brand’s advertising and create a pleasurable experience, which reflects positively on both retailer and brand to create buyers and long-term advocates of your brands and repeat customers to your store.

The experience should include real-life user scenarios, not the dream glossy lifestyle magazine, because we don’t live that way. We inhabit homes that have clutter and move at the pace of a growing family and therefore the customer relates to the achievable and not the unobtainable. It’s great to instill aspiration and keeping up with the Joneses but keep it real and relatable so that it resonates with the customer. This creates an experience worthy of their hard-earned cash, because when it comes to the considered purchase sector, there is no greater enemy to a brand than a poor customer experience.

To read the published article by Dan Todaro, Gekko Group CEO, please visit ERT

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Jun 18 2025
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Why Forcing Loyalty Could Be a Terrible Long-Term Strategy

Nearly everyone in the UK is signed up to at least one loyalty scheme, according to the Competition and Markets Authority (CMA). But the shift from a points-based reward system to a membership that offers reduced pricing at the point of purchase strong-arms consumers into signing up, irrespective of want or need.

Following high inflation over the past two years that has seen prices rocket, many consumers are trying to cut their costs. The sizeable discounts on offer for those signed up to loyalty schemes are a welcome gesture for many consumers, but some may feel they do not have a choice.

Others may feel the exchange of data for discounts is justified, but this new approach is shifting loyalty from earned to transaction.

Mind the values gap

It could be argued that when brands offered rewards, they gained trust, goodwill and loyalty from consumers. But this transactional approach makes it almost impossible for brands to build authentic, two-way relationships that would perhaps keep consumers coming back regardless of the rewards or discounts on offer.

Granted, in crowded categories, rewards can create churn amongst consumers who decide to switch brands because products are on offer, and in the process they try something new that they prefer.

Strong relationships are typically built through high quality customer interactions and experiences, but given the current economy, where many consumers are trying to cut costs, brands are more often focusing on the quick wins by offering discounts.

Short-term approaches may deliver results, but long-term, focusing on customer experience (CX) will win out — and result in lower acquisition costs and a loyal customer base that won’t be lured by offers from competitors.

Not only does ‘forced loyalty’ impact a brand’s long term relationships with customers, it has the potential to create a divide between brand and consumer values. More than two in five (43%) shoppers consider it unfair that loyalty scheme members pay lower prices for some products, and while it does not put them off signing up, it does suggest dissatisfaction and frustration with the shopper experience, creating apathy towards retailers.

The risk of digital exclusion

This unfairness between customers is even more pronounced when it comes to vulnerable consumers. In the same way that older consumers and those with learning difficulties prefer to make payments via physical means — either cash or card — they also find it much easier and less confusing to use a loyalty card, rather than an app.

Yet, almost all retailers are opting to move to app-only loyalty schemes.

While operating a digital-only loyalty scheme is acceptable to many consumers, especially when AI and machine learning offer greater personalisation, it can result in digital exclusion of others.

Only two-thirds (67%) of consumers over 65 have access to a smartphone, which means a third of pensioners are unable to access the best deals from retailers despite being some of the most financially vulnerable consumers.

Even for brands whose audiences skew younger, there is still a risk of excluding those with learning disabilities – and while there is a drive to appear inclusive, the focus on app-delivered loyalty schemes brings the authenticity of those initiatives into question. Brands must consider who their app is for, and whether it delivers true value for all consumers.

The latest developments are even more concerning. Some brands are trialling systems by which consumers cannot even enter a store without having an app downloaded, which means that those who do not have a smartphone will be excluded from the store itself, as well as the best discounts.

Forcing loyalty may be counterintuitive

While companies are securing customer data by all but forcing consumers to sign up to their loyalty schemes, the loss of the reward experience is only increasing brand switching. If a competitor starts undercutting on price, many consumers will switch without a second thought. Why? Because they have been given no other reason to stay and irrespective of loyalty it’s the price that will always win through for them.

Customer experience should be at the heart of brands’ loyalty strategy. Consumers’ value choice, and yet the focus on transactional loyalty restricts their options. Instead, brands should focus on giving consumers’ a wider choice of how they interact with the brand, ensuring that those from vulnerable groups are not excluded — and then give them reasons to keep coming back, whether that is through exceptional customer service, rewards or shared values.

To read the published article by Dan Todaro, Gekko Group CEO, please visit CXM

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Mar 26 2025
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How retailers can thrive by connecting with their communities

The UK retail landscape is undergoing a rapid transformation; while e-commerce continues its growth, physical stores still hold a significant appeal. However, simply having a presence on the high street is no longer enough. Large retail chains often demonstrate a disconnect from the needs and wants of local communities, frequently using financial difficulties as justification for store closures, and neglecting the potential for community engagement to drive growth and brand loyalty.

This echoes a broader trend where many retailers have lost the innovative spirit that once defined the industry, failing to understand why customers are choosing to shop elsewhere. Offering a dull, unengaging experience simply won’t cut it in today’s market, where consumers crave experiential retail to capture their imaginations. A recent Shopify study found that 35 per cent of shoppers prefer this type of experience, yet many retailers fail to even engage with basic strategies like embracing seasonality.

Local marketing in a digital age

So, how can local independent retailers succeed where large corporations have failed? Local businesses have the opportunity to connect with their communities in a unique and resonant way; this is crucial because consumers are actively seeking local connections. Data highlights the importance of online visibility and strong customer reviews:

  • Around 80 per cent of consumers search for local businesses on Google
  • 76 per cent of “near me” searchers visit a store within a day
  • 88 per cent of smartphone users searching for local businesses visit one within a week (Backlinko)
  • 96 per cent of small businesses use social media for marketing and 78 per cent depending on it for revenue (Cropink, Synup)
  • 78 per cent of shoppers research products on social media before purchasing (Synup)
  • 98 per cent of consumers read reviews about a product before purchasing (Forbes).

These statistics underscore the vital role of a strong online presence, positive reviews, and active social media engagement. Comments and likes can drive online traffic and influence purchasing choices.

Today, local marketing matters more than ever. And several factors contribute to its increasing importance:

  • “Near me”: The rise of location-based searches indicates high purchase intent, making local SEO optimisation crucial
  • Personalisation: Local marketing allows retailers to tailor their offerings to the specific needs of their community
  • Connections: Becoming an active part of the community through sponsorships and partnerships enhances brand reputation
  • Competition: Local retailers can differentiate themselves by offering a personal touch and community connection that online giants struggle to replicate
  • “Shop local”: Consumers are increasingly aware of the importance of supporting local businesses, creating an opportunity for retailers who actively engage with this sentiment.

Implementing effective strategies

There isn’t a one-size-fits-all approach; retailers need to develop marketing strategies that align with their specific business goals and target audience.

So a tailored approach is essential, but here are some key tactics:

  • Optimise your Google My Business profile: Ensure accuracy and completeness, encourage reviews, and respond promptly
  • Local SEO optimisation: Use location-based keywords in website content and build local citations
  • Run targeted social media campaigns to reach local customers
  • Engage with local influencers: Partner with local figures to expand reach and build credibility
  • Community involvement: Participate in local events and support local causes
  • Offer in-store exclusives: Drive foot traffic with exclusive deals
  • Share news and community initiatives with local publications.

In an increasingly digital world, local marketing provides a critical link between retailers and their communities. By embracing these strategies, UK retailers can not only survive – but thrive. Local marketing is not a fleeting trend; it represents a fundamental shift in how businesses connect with customers. Retailers who prioritise local engagement, personalise the customer experience, and build strong community connections will be the ones who succeed in the evolving retail landscape, understanding that in the age of global commerce, local is the new global.

To read the published article by Dan Todaro, Gekko Group CEO, please visit ERT

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Nov 20 2024
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Why digital shelf analysis is the key to Black Friday success

After another year of squeezed personal finances and lacklustre sales, retailers and brands are hoping for the biggest Black Friday ever to boost sales and profitability.

Last year, consumers spent £3.45bn over the Black Friday weekend, with 66% of purchases estimated to have taken place online. With fierce competition for a share of the Black Friday pie, brands need to ensure that their digital footprint is shipshape before the frenzy begins.

Getting your house in order

While pricing is important, it is not the only thing that brands need to consider – particularly if they have big-ticket items on offer. For brands that work with multiple third-party retailers, the chaos surrounding Black Friday means that ideal positioning, product descriptions and images can fall by the wayside – but this can lead to a disjointed experience for consumers.

When consumers are faced with multiple deals and a wide range of product options across multiple retailers, consistent presentation in digital merchandising is critical for avoiding confusion. Trying to compare different but similar products – or the same products across different websites – becomes much more challenging when descriptions, specifications and images are inconsistent, potentially losing sales to brands or products which are better aligned across platforms.

Certain elements, particularly description and images, are also critical for search, so it is important to ensure that your digital merchandising is on point so that potential customers find your product in the first place.

But, for brands working with multiple retailers, reviewing and tracking how products are presented manually can be a huge – arguably impossible – undertaking, so finding a digital shelf analysis or web-scraping service that can automate part of the process can significantly help when it comes to getting your house in order.

By tracking, collating and analysing data on your products, brands can identify where standards may have slipped or information vital for consistency and searchability is missing, and approach their account managers in good time – before the Black Friday chaos begins in earnest.

Thinking beyond the self to the wider shelf

During this discounting period, competition is fierce. When it comes to analysing your brand’s digital merchandising performance, it is critical that you think beyond consistency, stock levels and presentation, and consider the whole shelf.

If you are already undertaking analysis of your brand’s positioning, consider the value of analysing the whole shelf. How do your products stack up against your competitors? Maintaining your own marketing strategy is critical, but at a time when prices are constantly changing, it is important to know where you stand.

This is where digital shelf analysis that tracks not only your own products, but the competitors can really come into its own, helping you to create a real-time competitor strategy. Combining data from web-scraping with retail expertise will enable you to respond to competitors’ activity with your own at the right time and across the right platforms.

Staying one step ahead

Third-party retailers are juggling data from all their brands, and relying on their feedback could leave you behind the pack. Everyone wants a piece of the Black Friday pie and when the chaos hits, you’ll want to be armed with real-time and past data that can help you stay consistent and searchable and reactive to competitors.

Based on an analysis of data from GWS, our proprietary analysis tool, retailers started discounting from mid-November last year – and some of the biggest deals for consumers hit before the Black Friday weekend started. Equipping yourself with actionable information will allow you to be competitive when it counts, allowing you to cut through in an increasingly fragmented and challenging environment. 

To read the published article by Toby Stupples, Client Delivery Director please visit PMW

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