Brand Strategy

Brands and businesses with foundations of stone

Oho! Back to work after a long, hot Summer, and it’s the best time to be thinking about getting strong foundations in place for your brand or business. With a tough economy and challenging budgets, the way to grow is to ensure every precious penny you spend on your end consumer or customer is working as hard as it can for you.

The Crow Flies can help you do this – our ‘caw’ offers will give you rigourous research diagnosis, laser-focused strategy, impactful innovation & effective planning to ensures you can impact your market at scale. Get in touch we’d love to chat!

Crow Essentials / Strategy

A couple of weeks ago we posted that no matter how long you’ve been around, any brand or business shouldn’t ever forget to remind, refresh and reinforce what it is about.

And, as a brand building agency we really ought to practice what we preach – with that in mind, here’s the second part of our ‘Basics’ series; this time on our strategy offer.

Dispassionately working out where you are, and what the options are going forwards, bearing in mind your competitors, consumer or customer dynamics, or the general shifts in attitudes and behaviours in your category, is critical to any business or brand.

If you need help working out what your options are, then get in touch.

We build brands sure, but strategy is vital at any level – it could be your business EVP. It could be a business unit strategy. It could be your corporate direction. Or understanding what the options are if you’re undertaking M&A.

Or of course, it could be what you do with your brand or your portfolio.

Magnet or Mirror?

There is a balance to be struck when building a brand. On the one hand, there are brands that have come into being on the back of an experienced eye seeing or sensing a gap in the market. Often this coincides with the belief system of their founder – and the brand becomes a way to fulfil that belief. We call these Magnet brands. On the other, there are brands that are created through a research process, by spotting patterns in the data, by seeing what people are saying or how they’re behaving and working from there – these are Mirror brands.

Both Magnet and Mirror brands are built from a market orientation, but reflect different approaches, different attitudes to risk and different cultures too.

Magnet brands have a confidence in their beliefs. They act with an inner confidence and are set on shaking up or disrupting their market because they believe there is a better way. And these brands aren’t solely ‘purpose’ brands – a purpose may be articulated, it may not, but it’s more about an attitude of if you like what we stand for, how we do things, and what we believe in you’ll be attracted to us. Magnet can be seen across the spectrum from smaller, fleet-of-foot start-ups to some big old behemoths.

BrewDog was built from a manifesto that beer should be interesting, tasty, different and a bit ‘punk’. Dyson believed that vacuum cleaners should actually be able to suck up dust effectively and new technology was needed. Patagonia want to save our home planet. Fat Lad At The Back believe that cycling is for everyone no matter your size. Dacia believe that simpler is better and that you don’t need all the bells and whistles that most cars have.

Crucially, Magnet brands have market orientation; they undertake market research and seek consumer feedback – but they do this through the lens of their principles and red lines. A Magnet brand recognises that because it is forsomething, it is not for everyone. It wants to understand how it is used, perceived, how it is trending, but also is clear around what can flex and what can’t.

A Mirror brand conversely reflects the market. Again, market orientation is crucial, but here the usage is different – Mirror brands look to understand what’s trending, what’s on the way up and build it into their mix. It will want to know the attitudes and perceptions of its current and potential consumers are positive or becoming so. And crucially, a Mirror brand responds to the feedback by altering its course – perhaps only slightly, perhaps quite markedly – and usually because it is following the short-term money. Most household name brands are Mirror brands, and they have been incredibly successful meeting our needs for years and years. Whether this is Persil launching a new variant, Mars stretching their incredible confectionery brands up or down in size to meet different occasions or whether this is Tesco extending their offer so that every little helps.

And this isn’t a case of ‘one is right’. Both directions have validity. Both can lead to success, or failure; both indeed have risk attached. For every Who Gives A Crap there are 10 copy cats struggling to cut through. For every Warburton’s Toastie there’s a competitor covering its packaging in baked beans because ‘that’s when our customers use it’.

It’s best to be honest and upfront about what your brand is. If you have a clear point of view on the world leverage it. It doesn’t have to be grandiose; it just has to be something that the business really believes in. And if you’re a Mirror brand, that regularly audits what consumer think and how they use your category good for you, because you’ll be many steps ahead of those who think that market research is unnecessary.

David Preston is founder of The Crow Flies, a research, strategy and innovation company that helps brands find a direct route to long lasting success. david@thecrowflies.co.uk; +44 (0) 1889 725670 or +44 (0) 7885 408367; www.thecrowflies.co.uk; @crowflieshigh. © The Crow Flies, 2024

What’s in a name?

Peter Andre doesn’t often make me ponder, but recent headlines about how long he took to announce the naming of his baby daughter did just that. The importance and diligence behind naming children today; the myriad influences of cultural references from film characters, royalty, pop stars and even politicians… all leave a heightened sense of loading names with meaning and sentiment. Did people used to put this much thought into naming their child?

Naming a brand or company is arguably just as hard and serious in this highly competitive world. The name chosen will be at the centre of the base of mental associations that the brand or company will be building up; it will help steer or navigate people towards -or away from – the brand; it will, over time, become loaded with meaning which helps or hinders it commercially (and beyond – it could help or hinder employee recruitment or engagement too).

So, naming requires some careful thought, a rationale consideration of the alternatives and a clear fit to the business’ strategic intent.

It’s also alchemy.

There are no rules, no playbook – but you can consider whether you want your glass full, half full or empty in terms of giving you a helping hand – and trends undoubtedly do influence this.

The obvious place to start is to name after a founder. Some would argue it is the least creative approach, yet it may be perfectly serviceable (in, say, a smaller independent business) and it has traditionally been the most common approach in that most creative of industries – advertising. Ogilvy; Saatchi & Saatchi; Doyle Dane Bernbach; White, Collins, Rutherford, Scott – take your pick.Naming after the founder can mean the naming ‘glass’ is empty: you have to fill it with meaning over time. Equally, though, in many professional fields naming after the founder brings gravitas, expertise and a confidence in who and what you are buying into. (This is why celebrity spin offs rely heavily on carrying their name).
Likewise making up a name entirely, which conversely, often seems like the most creative approach is also, typically a ‘glass empty’ start point. Whether you’re ‘Diageo’ or ‘Velcro’ or ‘Wii’ you’ve got to invest to create meaning.
A slightly more ‘glass half full’ approach is when you choose to use a strong cue from the category you are entering (assuming the category is established): e.g. Crunchy Nut Cornflakes, Dairy Milk, Home Bargains…
…but when suggestion of the product benefits is added, with a sprinkle of emotion the glass fills a little more. Take the soft furnishings and curtain company, ‘A Room with a View’ for example.
Recent trends include single word names that are weighty and loaded e.g. Loaf, Gusto, Guu as well as interesting pairings e.g. Wolf & Badger, Fable & Eve, Bricks & Stitches that work well together and the more personal approach where the consumer is made to feel intrinsic to the name, such as Bio & Me or Me&Em.
And layer over this whether you’re creating a new master brand, or a brand extension, or if you’re rebranding…. it really becomes alchemy not science.

So, where you should start?

Firstly, and most importantly you have to remember that any name, no matter how wonderful is a fairly empty vessel that has to be filled with all the things you want associated with it. Brands are built not born fully formed.

Second, start from a clear positioning. This will give you a broad direction and help you understand the best approaches to consider – half empty, empty or full.

Third, be realistic about time and investment. The name is a critical part of creating a company or brand, but it will only become known as you invest hard graft and your not-so-filthy-lucre in it.

The Crow Flies can help build your brand’s strategic foundations – be it creating a brand from scratch, or deciding where to go in the future. Get this right, and the naming pathway becomes a little easier to see.

Gael Laurie is Brand Building Director of The Crow Flies, a research, strategy and innovation company that helps brands find a direct route to long lasting success. If naming is perplexing you, get in touch: gael@thecrowflies.co.uk; +44 (0) 1889 725670; www.thecrowflies.co.uk; @crowflieshigh. Copyright 2024

Don’t Slice Your Salami

I heard the expression ‘salami slicing’ a few years ago by someone describing the effect of small cost cutting steps on a product’s cost of goods, one then another, again and again, over a long period of time. Individually consumers didn’t notice, and research response was broadly neutral, so internally they got approved… again and again. But, fast forward a few years; now consumers have noticed the aggregate effect and have been slowly drifting away. And now, the stark reality of a poor product spiralling irreversibly downwards is a much bigger challenge.

Reflecting on this experience, it seems the lesson is more relevant than ever today. Brands are being battered on two sides; on the one hand, consumers prioritising value and price and switching to own label brands and discounter offerings; on the other, soaring cost of goods that aren’t easily passed on to consumers.

And time and again in our research, we’re seeing consumers increasingly suspicious of manufacturers and retailers, expecting them to cut product quality, or offer less, to make cost savings. They recognise it, but they’re certainly not happy about it

As a brand owner, what to do then? Faced with short term pressures to find ways to cut costs and continue to grow a brand, how can a marketeer achieve not undermine long-term brand strengthening and with it, a sustainable, profitable growth? Here’s what we’ve learnt through our research:

It may come as a surprise, but consumers are open to change on some product areas, so long as they don’t compromise its performance. Of all the Marketing ‘P’s’ – packaging materials and formats (Product ‘P’) are one that if done right can open up new usage occasions, new distribution outlets and even new audiences as well as providing an opportunity to improve a product’s carbon footprint at the same time.
Packaging design, whilst rarely the white knight in shining armour we’d like it to be, in combination with clever pack format changes, on-position refreshed design can really enhance brand perceptions
There are areas where you should never compromise – and most certainly Positioning. Ensure you are crystal clear what your brand stands for in consumers’ minds and what makes it distinctive from its’ competitors – this should be where your guardrails go up and the investment in dramatizing the positioning (communications for example) protected.
Don’t be tempted to grow your brand by product category stretch – this is a big risk with questionable returns and could easily result in ‘salami slicing’ your resource, your focus, and your product, sacrificing the core of what your brand stands for bit by bit, slice by slice.

If you’re looking for more insight in diagnosing how your brand is seen today, what the options are for the future and then what to do, do get in touch. We’ll help you resist the temptation to slice the salami ever thinner.

Gael Laurie is Brand Building Director at The Crow Flies, a research, brand strategy and innovation company that helps brands find a direct route to long lasting success. gael@thecrowflies.co.uk; +44 (0) 1889 725670; www.thecrowflies.co.uk; @crowflieshigh.

Research update, August 2021

Howdy Crow Friends! Hopefully you’re all enjoying / have enjoyed or are about to enjoy some precious staycation. We’ve had a few questions on #market#research and specifically when face to face qualitative research can begin again. The answer is now – viewing facilities are opening up in a Covid secure way (and need our support) and many hotels are happy to welcome you.

However, it’s important not to forget the needs and current feelings of participants. Many people are nervous about turning up to strange rooms with strange strangers (and equally strange moderators!) for obvious reasons.

And as well as that, many people are working from home, making a trip to do research ‘live’ a specific destination rather than a convenient add-on. As always, the best advice is to think mixed methodology – targeted face-to-face, targeted online as both have brilliant strengths. In fact, there’s no doubt that going forward, the opportunity to blend approaches to get more actionable insight is enhanced as participants who were nervous about online research previously, now feel fluent and confident.

Drop the Crow team
a line if you want to chat more about it [caw@thecrowflies.co.uk}
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#marketresearch #research #brands #strategy #diagnosis #innovation

Time For Action

Pull your brand through isolation and come out stronger

These are distressing times, unprecedented times and times when the needs of the community and those most vulnerable in it rightly have to be placed above those of businesses. Nothing supersedes this. For marketeers and brands however, this adversity presents opportunities to get brand and marketing plans in the best shape they’ve ever been. Planning can’t be rushed but that’s invariably what marketeers are asked to do. Few if any marketing teams are given enough time to develop, refine and sell their plans.

Proper time. Not the snatched moments between the multiple distractions of corporate office life. Planning sessions are squeezed in when a calendar gap allows. Instead, the focus becomes getting plans done, getting them sold in. It’s little wonder there are gaps and inconsistencies. It’s little wonder that there are different agendas pushing the brand in different directions post ‘sign-off’. We see six common issues:

Not all consumers or even business stakeholders fully understand the brand or really get behind it
There are too many different views on what the brand stands for and how it should be behaving
Plan activities spring out of nowhere. Ideas get their boots on before strategy has woken up
The plan tries to tick every box (& can’t). Everyone’s been appeased but the brand makes no impact
Different agendas. Plans are derailed by a lack of shared unity on the strategy or the focus of activities

For brand owners, the commercial world slowing from its usual pace means that there is a rare opportunity to stop the fire-fighting and get deep and strong brand foundations in place. Foundations, that link powerful insights to purposeful activation, focusing energy on activities that genuinely impact the consumer instead of endlessly discussing and tweaking.

Home working and isolation are a potential liberator. Working this way is more efficient and effective. It creates the time for you to delve into and reflect on the category, and to properly plot your competitive strategy and review your brand positioning. It frees precious time to get closer to your target audience, to review & refine your consumer segmentation or even test innovation concepts (research is alive and well incidentally, and consumers who would otherwise be unavailable or harder to recruit suddenly are more open to spending some time with you).

Don’t miss this opportunity, use it wisely and you’ll never look back:

Spend time understanding your consumers: don’t just re-read an aging insight report. Immerse yourself in their world, properly understand them, talk to them. Pinpoint your target audience, prioritise their needs and place irrefutable insight at the heart of your strategy.
Review your positioning: do consumers, customers, stakeholders and colleagues truly have a shared understanding of the brand, what it delivers & how it delivers it? Is it powerful, consistent and differentiated? If it isn’t, now is the time to make changes.
Create a brand plan that stands up to challenge: are the key insights clear? Do they run like a vein of gold all the way through to actions? Do they confront the brutal truths or address the differentiating opportunities? Look at what you’re planning: are you ‘salami slicing’ and investing too little in too many activities? Have you forced sacrifice to execute with scale?
Get innovative: you’ve finally got time to be creative, do so. You don’t need to be in groups to come up with ideas. Time to reflect is stimulus in its own right. Idea generation sessions can be held digitally, innovation frameworks can be agreed to focus efforts on areas with the greatest commercial scope, ideas can be tested, refined and prepared for launch.
Build the big sell: an insight is nothing if it doesn’t grab people. A strategy is nothing if it doesn’t create action. Innovation is nothing if you can’t bring the ideas to life. A brand plan is nothing if it doesn’t inspire. Focus time on creating the tools that will sell your brand and your plan not only to customers but also internally, to stakeholders and sales teams. Buy in is everything, don’t leave it as an after-thought.

When we all return to offices and ‘normality’ you don’t have to return to a culture of justification and endless debate, you can return with a brand and business strategy that unites, inspires and frees you to focus your efforts on delivering it. It may feel odd to say it, but there’s rarely been a better opportunity to set up your brand with foundations of stone as good as this. Grab it.

Thanks for reading and stay fit & healthy

David, Rob and the Crow team

Brand Bedrock

Great brands become great because they become known for something. They put down anchors in the brains of their target consumers which give them something to grip on to, some foundations, something to build from. Yet so often, the stewards of brands – the brand team, the leadership in a business – are too easily tempted to move away from the brand’s positioning on the basis of a loud voice pushing for something different, a hunch, a whim, or worse, a staff change or a new leader agitating for change for change’s sake.

To move from being unknown, to OK, to good, to ultimately being a famous brand, needs foundations of stone: deep, heavy, able to stand up to quakes and surprises; to stand the test of time.

Practically, the way a brand team achieves this is by writing an effective and engaging brand plan – one that builds on the brand’s greatness established by its forebears at great effort and cost, one that truly impacts the consumer in the present, and one that keeps it on course to deliver its purpose as it strides into the future.

Most brands plans don’t do this and there are some common, yet pretty fundamental, errors:

‘Starting again’ every time (normally every year)
‘New year, new trend’
‘New year, new positioning’
An infatuation with insights for insights sake or no insight base to the plan whatsoever
A grossly optimistic belief in what the brand can achieve in a year, compounded by underfunded activities
No alignment, or misalignment, in the business around that brand and the plan

At their heart, brand plans are simple things – and it’s this simplicity that makes them devilishly difficult to manage through a business. What helps is having the right approach to the planning process and a plan construct that flows systematically from enablers and blockers of growth for the brand, through to a clear strategy, through to bold activity. In essence, there are 5 steps:

Filter and focus: it’s critical to identify the enablers and blockers of growth from the whole of the external and internal environment. Critical because if you don’t fully assess what’s going on (a) you may miss something really important and (b) some wag elsewhere in the business will tell you about something (that they believe is) vital to the brand’s growth and be a constant irritant (and they may be right of course, just to make it worse). So get out there: get curious about consumers; get engaged with the real world. Push into politics and technology, economics and the environment, big trends and packaging tweaks. Gather all your data, all your clues about what’s impacting the world of your brand and your consumers and ask ‘so what?’ Filter, filter, filter – a long, encyclopaedic list, neatly gathered together into a SWOT is all very nice, but useless unless you have filtered and focused it down on what can help the brand grow and what may stop it growing.
Consumer and connection: there are two issues with consumer targeting. Going too broad (“Millennials” or “Women, 18-34”) and going too narrow (“Here’s Dan, he’s 27, lives in Balham and drives a Renault Twizzy, and likes Turmeric Lattes.”…). Both are unhelpful. Be clear on your ‘who’ by defining the parameters (which come from the ‘broad’ approach and beliefs and attitudes (which come from the ‘narrow’ approach). Don’t name the consumer – it puts people off – and be careful if you give them a segment name (“Hectic Conversationalists!”) in case stakeholders can’t easily picture them). But most importantly, stop worrying about the who and really consider the what: what connects people to your brand? What are the brand hooks? What are the little problems your brand does or could solve? Are there any deeper needs that the brand meets? Use these as your constant and consistent touch points.
Link to growth: any brand manager worth their salt will have an intuitive sense of where the growth lies and where the issues could be. But a great brand plan links these to the enablers and blockers from the filtering process in a clear, logical and dogged way. You’re looking for 2 – 3 action platforms. That’s it. And the less, the better. And for each of those, no more than 3 actions. Take your budget and carve it up into 6 – 9 big activities and you have a chance of landing them. Then repeat those for a few years (3 – 5) and you increase your chances of success. This is the most difficult stage – choosing NOT to focus on certain things. Having the tenacity to stand up to the leaders – or your peers – in the business and say, “No – we’re going to do a few things with scale”. It sounds easy, but it’s where most plans flounder.
Orientate around a Bedrock Question: doing a cut down version of the brand plan is always an afterthought: write the plan, then condense it. But it shouldn’t be like that, because the condensed, beating heart of the plan, should be… well, at the heart of the plan. We call this the bedrock question – the point where the insights from the external environment, meet the brand’s purpose & commercial goals and shift into action.
Ensure there are golden threads: it shouldn’t really be the case but most plans fail because the plan itself underwhelms. If your plan has a clear link from the insights – the enablers of growth – all the way through to a few, scaled-up activities; if there is a clear ‘narrative’ that you can tell when selling the brand plan in and through the business – then your brand has a chance of impacting the consumer and making a difference. Don’t underestimate the time and effort needed to get alignment and agreement to the plan, and don’t underestimate how much easier it is if the plan has a golden thread running through it.

Getting the brand bedrock at the heart of the plan is the distilled essence of great brand management – and the distilled essence of a great brand too.

David Preston is founder of The Crow Flies, a research, strategy and innovation company that finds the direct route to success for categories and brands. david@thecrowflies.co.uk | +44 (0) 1889 725670 | http://www.linkedin.com/company/the-crow-flies-ltd?trk=company_name | https://www.facebook.com/thecrowfliesltd © The Crow Flies, 2018

Brand Premiumisation …and The Second Law of Thermodynamics

“Change in inevitable. Change is constant” wrote Benjamin Disraeli. And more famously, Charles Darwin penned the now classic lines, “It is not the strongest of the species that survives, nor the most intelligent… It is the one that is most adaptable to change”. And ‘Change Management’ is almost a field in its own right nowadays, with ISO standards, higher education and degree courses, specialist training consultancies – the lot.

It’s a shame about all those cheesy Pinterest Quotations, or the pseudo-motivational nonsense that does the rounds on LinkedIn, because change is fundamental – really fundamental (for alas, ‘fundamental’ is also a word over-used in these days of corporate claptrap). Ultimately, change is constant, and it’s described by the Second Law of Thermodynamics, which says – stay with me here – that any natural system effectively breaks down further and further, ultimately reaching (or attempting to reach) a steady state – or the highest state of entropy. A complex system – a building say, ultimately will become dust and dirt and component elements again if it isn’t nurtured. Living beings, ultimately die and are recycled. Change truly is inevitable – you cannot run and you cannot hide. So, as a brand marketeer we can only conclude that how brands are born, how they’re used, perceived, and finally how they die, is in fact, all to do with quantum physics. Don’t let anyone tell you that marketing isn’t science.

What the Second Law means for brands is that highly complex systems (brands) will undertake irreversible processes that will move them towards a state of higher entropy (counter-intuitively, this means simpler, more basic, more steady – in the course of time, more dead). Unlike pure natural systems though, the life path for brands, from creation to death, isn’t linear – witness the product life cycle. Through the intervention of sentient beings – us – we can influence and direct the life path of a brand. They will crumble back to dust eventually, but not without some fireworks and fancy dance moves wearing spangly dresses along the way.

The question therefore is how to respond to change. Effectively, what any brand stewards should be aiming to do during their tenure is to increase the complexity of the brand. To be clear, in no way does this mean to do complex stuff – but rather, broaden, strengthen and deepen the network of positive mental pathways and holloways in the target consumers’ brains. Create new sparks between those precious brand-related synapses in the old grey matter. Build, in effect, brand fortifications that can resist the denuding effect of time and other influences. To protect the brand ‘entropy’.

What’s important here is that a brand’s strategic response is not limited to one strategy or one set of options. It’s not limited to premiumisation. True, you’d be forgiven from thinking that it was given how often the term is mentioned in brand plans and around the planning table, but rather there’s a range of responses that are rooted in the brand’s current state and its desired future*. That relationship between past and future is the critical one: too often, in the rarefied and rather whiffy air of office political machinations, huge strategic leaps seem eminently possible: today’s commoditised brand is tomorrow’s luxury marque. That’s a real watch out: brands exist in the mind, and how far you can credibly move them from where they are now will be a large determinant of future success. The more established it is, the more effort, energy, money and time will be needed to shift it.

Broadly, there seem to be four primary tasks to protect a brand’s entropy:

Retain specialness: if the brand is positioned as premium but may be in risk of losing its sheen, then a specialness strategy is appropriate. Premiumise all the touchpoints; remind consumers of the underlying product truth; invest in a consistent experience. Give the brand a tune up, and a good spit and polish.

Retain distinctiveness: if your brand is a mainstream brand (you know, the sort of brand that consumers really like but the Board keep on banging on about premiumising the damn thing), then actually, your strategy is more likely need to focus on articulating distinctiveness. This could be from core brand values, from personality or tone of voice, from the central positioning or even from the insight that connects the audience to your brand. Whatever it is, you’ll need to find the hot spots and ensure that activity is built on something really interesting and compelling. Don’t try and please everyone.

Rebuild differentiation: commoditisation in increasingly common when we live in such tough competitive times. Commoditisation of course is very much a process of a change in entropy – it’s you feeling the effect of your brand being eroded. For everyday brands, that are struggling to balance their added value features in a competitive world, strategies should focus on your points of difference; squaring off your corners, proudly sticking out your shoulders and saying ‘look at me, here’s how I’m different, here’s how I’m better’. New product development can help here: reminding people about the difference at the heart of the brand family – even if that innovation is sacrificial to prompt core brand re-appraisal.

Retain cost or price advantage: it’s incredible how often a budget positioned brand is touted as tomorrow’s premium brand. And of course, it could happen, but frankly it’s unlikely unless consumers adopt and take it there themselves (Pabst Blue Riband, perhaps?). More realistic is to consider how a price advantage strategy can be leveraged to the brand’s advantage. What are the essential points of brand value that need to be bolted on and what is non-essential. This is not about being lowest cost, there’s own label for that, but it is about understanding what functions or services are the tie-breakers that a brand can offer better.

If your brand is faced with change – and it will be – don’t knee-jerk to premiumisation. Think about its current state today; where your target market actually map and it, and where it’s desirable, and possible, to move to. You may not be able to change the laws of Physics, but perhaps you can delay the inevitable by a few hundred years.

David Preston is founder of The Crow Flies, a research, strategy and innovation company that finds the direct route to success for categories and brands. Want to know more, then just wing over an e mail to david@thecrowflies.co.uk or call on +44 (0) 1889 725670. You can follow The Crow Flies on Linked In (http://www.linkedin.com/company/the-crow-flies-ltd?trk=company_name), on Facebook (https://www.facebook.com/thecrowfliesltd). Or just send a carrier pigeon and we’ll intercept mid-air. © The Crow Flies, 2017

*In fact, in a pleasant circularity, concepts such as past, present and future are also described by the Second Law of Thermodynamics. Effectively time is asymmetrical – what’s happened in the past cannot be reversed and everything will keep on trucking on until we reach a total steady state in the Universe (it is argued). I don’t think we’ll be worrying about premiumisation strategies too much then.