Austin, Texas is known for showcasing forward-thinking ideas, but sometimes even the best of towns and the best of ideas create major problems, even if they are trying to do the “best” for the population.
While most of the projects presented at the interactive portion of the South by Southwest Conference/Festival received positive reviews, the people at the Bartle Bogle Hegarty Advertising Agency went too far. Their crime – giving out 13 4G devices to homeless people wandering the streets, effectively creating roaming wi-fi hotspots.
They claim that they were trying to bring attention to a homeless epidemic, and that most towns are indeed having one as the current economic situation has not reversed itself. While it is true they gave some of the fees from wi-fi usage to the homeless people that participated, is that what they really wanted? Were they honestly trying to create awareness, or were they simply trying to gain publicity?
An old adage goes, “there is no such thing as bad publicity,” and for the people at BBH it seems they are learning this first-hand. Some claim this to be a perfect way of bringing attention to the homeless problem, but to me it is horrendous. Exploitation with the added bonus of giving money to those being exploited is still exploitation. No matter how much money one throws at a problem, it is still devaluing the people you want to “help.”
But do these “human hot-spots” honestly understand what they are doing for the rest of the population? They won’t understand when a person suddenly loses access to the 4G network when the “manager” has wandered off. Anger hits most of us quickly, and many people hate it when their access to fast Internet is taken away.
We need to understand that creating advertisements by utilizing a people is inherently wrong. Students at Emporia State need to call out exploitative practices like this. We are pandering to this nonsense by utilizing it. If BBH were to come to Emporia and use the homeless here in such a grotesque manner, the outcry should be deafening.
Home Depot Jr.
The Atlanta Journal-Constitution April 19, 2007 Byline: Patti Bond Apr. 19–CONCORD, Calif. — There aren’t any forklifts or sprawling aisles at the new Home Depot here. What’s more, you can actually make it from one end of the store to the other without consulting MapQuest.
Home Depot is showing its cozy side, as well as a big box can.
The Atlanta-based home improvement giant debuts its smallest format ever today in an effort to get up close and personal with a California audience that’s not too fond of gigantic retail stores.
At a fraction of the size of a regular Home Depot, the store is a laboratory of sorts for squeezing the big box into a miniature footprint. Instead of a warehouse packed with products, merchandising managers are pushing entire projects — borrowing heavily from the style of Home Depot’s Expo Design Center chain.
A flashy bathroom showroom greets customers at the entrance, followed by a large kitchen design area and rows of tiles and hardwood flooring. Nearby, nearly 200 appliances are on display, ranging in price from $249 to $6,000-plus.
“We’ve created a hybrid between Home Depot and Expo in terms of assortment,” said Jason Feldman, senior director of merchandising for Home Depot.
Sizewise, the store also is a hybrid: hulking Home Depot meets the corner hardware store.
The small-store format is being tested here and in four other nearby cities in the dense San Francisco Bay area, where there isn’t the room for a sprawling big box.
“This is the perennial challenge for retailers,” Feldman said. “We’re constantly in a quest for space.” With nowhere to put one of its typical 100,000-square-foot stores, Home Depot in 2005 resorted to buying a regional retailer called Yardbirds, which operated two big-box stores and several neighborhood nursery-style stores.
“We did the deal to get the big stores because we’d been trying for 10 years to get into those markets,” Feldman said. “But then we had these small stores in desirable markets, so it was a matter of, how do we ‘neighborhood-ize’ Home Depot and take advantage of the situation?” Store designers had a mission to take Home Depot’s well-known warehouse setting and make it more intimate. They lowered the ceilings and racking and laid out the store in a “racetrack” pattern, with decor on one side, hardware on the other and a large design center in the middle. this web site home depot promotion code
Also, employees will restock merchandise from pushcarts instead of beeping equipment.
Meanwhile, Feldman and colleagues huddled for eight months to come up with the product mix.
“It wasn’t simply a matter of shrinking a Home Depot store. You can’t just cut everything in half and be effective. You have to look at the demographics of the market and figure out what might work locally,” he said.
Home Depot ditched lumber and building materials in four of the five stores, but beefed up product categories such as higher-end appliances, bathroom fixtures, and paint and repair items — all the things, Feldman says, that cater to the weekend warrior.
Even without lumber, there’s plenty, Feldman says, for contractors, too.
“It may not be a destination for pros on a day-to-day basis, but it’s definitely a convenient way for them to pick up parts and pieces, or replace something that breaks on the job site instead of driving out to a regular Home Depot.” Pro customers are heavily targeted at a 45,000-square-foot site in San Pablo, where there’s an outdoor, drive-through lumber yard. see here home depot promotion code
Although the small stores carry roughly half the number of items in a regular Home Depot, customers can order the full slate of products via several catalog kiosks sprinkled throughout the store.
For now, the test is limited to five stores in the San Francisco Bay area. Home Depot is eyeing other spots in this market, though, and some real estate executives at the company say small-store formats could roll out elsewhere in the country if these are a hit.
With a mixed track record of other formats, including the defunct Villager’s Hardware test and an idling Landscape Supply, executives are hesitant to talk too much about their hopes for Home Depot junior.
But with growth rates slowing and rival Lowe’s gaining ground, Home Depot has to find ways to add revenue.
Company executives will say, though, that there’s about $30 billion in “untapped market potential” in sales that they can’t get at with regular big-box stores. That represents about a third of Home Depot’s annual sales presently.
“Of all the things Home Depot has tried, this is the one that makes the most sense because it’s a logical extension of the business, and it gives them the format to compete directly with Ace Hardware and True Value,” said consumer products consultant Frank Dell, president of Stamford, Conn.-based Dellmart & Co.
“The closest Home Depot to me is 25 minutes away, and when I need a light switch, I’m not going to drive all the way for that.” Other big-box retailers are looking at smaller formats, too.
Wal-Mart, for example, is opening a 40,000-square-foot “neighborhood market” prototype as a stand-alone grocery store.
Meanwhile, Chicago-based True Value is getting ready to expand its store layout as it prepares to launch a growth spree this fall.
The new stores, which will be roughly 20 percent to 30 percent larger than the average 8,600-square-foot store now, will still be far smaller than Home Depot’s version of a neighborhood hardware store.
Still, True Value Chief Executive Lyle Heidemann is keeping close tabs on Home Depot.
“I’ll be out there soon to take a look,” Heidemann said. “I consider everyone a competitor, whether it’s a 120,000-square-foot store or a 50,000-square-foot store. They’re all competing for disposable income.” If Home Depot does roll out the format in earnest, it could cut into the market for retailers that compete in convenience, consultants say.
A general game plan could be to ring Home Depot’s big-box stores, where possible, with smaller stores.
“The challenge with all of our metro markets is that [consumers] have to get on a highway to get to us,” Feldman said. “What we’re looking at now is, what do we need to do to get as close to customers as we can.” Feldman noted that Home Depot has become far more flexible in its store formats in recent years as it works its way into new markets. He compares the California small-store test to stores in Manhattan and near Chicago, where Home Depot tweaked its stores considerably to cater to the urban market.
“It’s not so much the size of the store — it’s what goes into these stores,” Feldman said. “That’s the learning experience for us. We’ll take the concepts here back to our core business.” The next few months will be a crucial learning period for Home Depot, consultant Dell said.
“Just about every big-box retailer has tried to figure out how to take their winning concept and scale it down for a smaller market, and so far, they really haven’t been able to,” Dell said.
“You’ve got to give Home Depot credit for trying, though. It’s the retailers who don’t try something that get into trouble.” Distributed by McClatchy-Tribune Business News.