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Tiger’s top marketer admits it ‘doesn’t know who its followers are’


By Natalie Mortimer, N/A

May 10, 2016 | 3 min read

With over 600 stores in 28 markets the popularity of Danish value retailer Tiger has exploded over recent years, including in the UK which now has 74 stores, but the brand’s top marketer has admitted that it doesn’t know who its followers are, presenting a complicated challenge moving forward.

As an offline retail brand the majority of Tiger’s advertising has been traditional shop front and instore flyers, with minimal digital activity across its social media profiles. Interestingly the brand has managed to build a sizeable social following organically but Tiger’s head of global marketing Klauss Vemmer told The Drum that despite this the retailer has “not [been] about data, instead launching new products and hoping people come back.

“We have 1.4 million followers and we don’t know who they are. It’s good that we have so many but how should we communicate with them? But it’s not only about communicating it’s also about creating sales. So how can we be more precise and push people in a nice way back to the store?

“We have done campaigns, and are pushing in to new markets, but we are not really working in a structured way and we are not learning anything, we don’t go back and use the data.”

Known for its quirky products and houseware goods, Tiger is now looking to tell a better story around the brand and capitalise on the 250 new products it introduces each month. To do this, Tiger is increasing marketing spend on owned and earned media to aid expansion plans that will see the retailer aim to have 1000 stores globally in the next four years.

“We will communicate something in the shop window and bring people in the store. In the store there will be an activation and then we will activate people to do something on Facebook or Instagram. From there Tiger can collect the data to communicate towards more customer groups.

“We have a really strong foundation; we are on to the next level of marketing in a new way. You have [probably] never seen any marketing from Tiger and when you are growing as fast as we are and we have high expectations towards our own success we need to create stories away from the store. Our products are relevant, but Tiger is so much more than the product. It’s based on fun and the experience and ideas and I think this kind of approach will help us tell the story and fit it around who we are going to communicate towards.”

In the UK, Tiger recently announced plans to open up stores across the London Underground network, with the aim of being present in 10 per cent of Tube stations.

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