• About Tom Dougherty

    Tom Dougherty CEO, Stealing Share

    Tom Dougherty is the President and CEO of Stealing Share, Inc., and has helped national and global brands such as Lexus, IKEA and Tide steal market share over his 25-year career.

    An often-quoted source on business and brands, he has been featured recently by the New York Times and CNN, discussing topics ranging from television to Apple to airlines.

    Tom also regularly speaks at conferences as a keynote and break-out speaker. To find out more on inviting him to your speaking engagement and view a video of him speaking, click here.

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Kohl’s new ad campaign misses the mark

Recently, we posted an in-depth, detailed look at the retail industry, with a specific focus on apparel (although trends in other sub-categories were also examined). We summed it up by saying that the retail industry, at least those dependent on brick and mortar, were in serious trouble. Online retailing, especially Amazon, was taking over and the retailers were becoming expensive billboards for Amazon.

The reason why retailers find themselves in this place is that their messages are just noise. Few of them really stand for something. It is all about sales, styles and (if we’re honest) location. Basically, retailers are headed down the sinkhole of irrelevancy.

It was with that in mind that I was particularly interested in what Kohl’s might do now after it hired Michelle Gass, a former Starbucks executive who was hired by the Wisconsin-based manufacturer to overhaul the marketing of Kohl’s.

Here is the result, and Kohl’s did not hit the mark. The positive is that Kohl’s new ad campaign is aspirational and it is different from the usual promotional ads Kohl’s has spit out in previous years.

Kohls new ad campaignBut, as we pointed out in the retail study, retailers must be known for something. One thing. In this case, the “Yes” campaign is saying yes to everything. Kohl’s simply has not made a decision on what it must stand for. It’s taking a dressed-up approach to the same thing department stores have always done: Saying, “We have everything at a great price.”

Even the emotion of its other ad in the campaign becomes inauthentic and inside-out within the structure of “Yes.” It is like something an advertiser dreamed up instead of coming from a place where the retailer has truly listened to what an audience covets.

My prediction. The campaign will run for longer than it should because Kohl’s has put too much money and energy into it for it to be a one-off. But Kohl’s, who has been in a downward spiral with earnings down 12% in the most recent fourth quarter, will eventually move onto something else because sales remain disappointing, and a new campaign and brand will emerge.

The cycle will continue.

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