Category Archives: Consumer Relations

J. Rieger & Co.: A Case Study in COVID-19 Response

In this time of uncertainty and distress, one Kansas City company is providing a remarkable example of how to produce what their customers need when they need it.

As the looming threat of the coronavirus (COVID-19) began to sink in, store shelves were emptied of hand sanitizers and disinfectants by panicked consumers stocking up for the duration of the crisis. The initial rush on disinfecting products left many people, including some of the most vulnerable to illness, unable to find what they needed to keep themselves safe and healthy. Consumers didn’t know where to turn.
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Crafting a Compelling Strategic Narrative

We’ve been discussing consumer trust and how brands can create and maintain it through consistently prioritizing the consumer experience. Trust is the foundation for long-lasting relationships with a brand’s core audience – but where does this journey begin? In a digital era marked by an abundance of available options, brands stand out by developing a compelling narrative that inspires consumers to choose them over the competition.

A strategic narrative sets a brand apart by connecting with consumers in a unique and indelible way. Stories, after all, have been part of the human experience since long before the development of written language – a way to understand the world, our place in it, our ties to the past, and our hopes for the future. 
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What the Iowa Caucuses Can Teach Brands About Earning Consumer Trust

The run-up to the 2020 Presidential elections is well underway and a wide field of Democratic candidates are competing for the party nomination. After several debates and months on the campaign trail, the first big moment of primary season is fast approaching – the 2020 Iowa caucuses. As the Des Moines Register reported this summer, the candidates’ campaign stops and events in Iowa alone surpassed 1,000 in August and are expected to reach nearly 3,000 by February, when voting will take place.

For me this prompts a question: in today’s digital world, why are candidates flocking to Iowa to make a record number of personal appearances? With massive media budgets and social media staff at their fingertips, the sheer commitment in dollars and man-hours from candidates speaks to one vital goal – building trust.
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Markers of Trust: Finding Great Restaurants

One of my favorite local restaurants is Story in Prairie Village, Kansas. My wife and I have enjoyed many meals there and admire their consistent quality and first-rate service. In 2013, the head chef and owner of Story, Carl Thorne-Thompsen, was named a James Beard Award semifinalist nominee for Best Chef in the Midwest. This is a very prestigious nomination from the James Beard Foundation, which highlights the best of the best in American food culture by recognizing talented chefs, world-class restaurants, and the media platforms that make a difference through their food coverage.

A few years later, Alice and I found ourselves traveling in Minneapolis and searching for a place to have dinner. The thought occurred that we should look at local listings to see which restaurants had been recognized by the James Beard Foundation. Through this process, we discovered Corner Table. It was a delicious meal and a memorable dining experience. It is currently closed for a “refresh” according to the owners.
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Managing Major Change: How Brands Navigate Pivotal Moments

Our recent exploration of sustainability initiatives in the fast fashion industry raised one big question: faced with increasing consumer demands, how can brands make big changes without compromising their identity? For the fast fashion space, this is a tricky proposition – after all, their identity is built on providing clothing that is trendy and disposable. When consumers decide they want to support sustainable brands, how can the giants of fast fashion (or any industry) make those necessary shifts?

Incremental change is the safest approach, but when consumers are clamoring for something new, they expect brands to act quickly. The issue of sustainability is particularly time-sensitive, as reports continually surface about the environmental damage caused by industries including fashion. The change process isn’t easy, but consumers are ready to reward the brands that take the lead.
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When Is the Right Time to “Kill” a Product?

The new product development process can be fascinating, joyful, and inspiring – or sometimes leave you feeling like you’re stuck in the weeds. When it’s just not working, when do you decide to pull the plug? At Eidson & Partners, we’ve helped any number of clients make the decision to kill a project and stop the bleeding. In fact, we think knowing when to move on is one of the most underrated skills in product development.

But how do you know when it’s time to kill a new product? A recent article from McKinsey’s Bias Busters takes on that question and got us thinking about our own approach to those tough decisions.
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When Things Go Wrong, You Have To Own It

The recent crisis for Boeing (resulting from the 737 Max accidents) has prompted a flurry of think pieces analyzing Boeing’s response, and what sets apart the businesses and brands that manage to retain consumer trust and loyalty in the face a major crisis.

What is the ideal playbook for a response to a crisis of this magnitude? I’d argue Johnson & Johnson established the gold standard all the way back in 1982 when seven people in the Chicago area died after taking cyanide-laced capsules of Extra-Strength Tylenol.
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