Magazine article Marketing

Profile: Staying True to His Roots

Magazine article Marketing

Profile: Staying True to His Roots

Article excerpt

Michael Bates, marketing director at Morrisons, sees the supermarket, the UK's fourth-biggest, as a challenger brand.

Morrisons has just been through a period of transition, with the departure of Dutch chief executive Marc Bolland to Marks & Spencer and the hiring of his successor, Dalton Phillips.

Some continuity has been maintained, however, by the continued presence of its 42-year-old marketing director, Michael Bates. Bradford born and bred, he clearly understands the company's roots, something of which its larger-than-life president and former chairman, Yorkshireman Sir Ken Morrison, would no doubt approve.

During his 15 years at the supermarket, Bates has seen it change beyond recognition. When he joined in 1995, it was a resolutely Northern company. It had 70 stores, none of which were 'down South' or in Scotland or Wales, and it had only six people in its marketing department.

Today, Morrisons' footprint is national, with 420 outlets throughout the UK, but the brand has not ditched its northern heritage completely.

Bridging the divide

Reporting to group marketing communications director Angus Maciver, Bates is passionate about the bigger role he now has, but acknowledges that the brand had to work hard following the company's acquisition of Safeway in 2004. Bates, however, who plans to climb the Eiger in the Alps next month, relishes a challenge.

'Around that time there was a misconception about what Morrisons stood for,' he says. 'We were seen as just a pie shop. There was some negative press around the acquisition and a lot of the cliches of the North and South were brought out.' Some rather ill-advised comments from Sir Ken, who described his new workforce as 'lazy southerners' and the stores it had bought as 'tacky and small', did not help.

Following the merger with Safeway, Bates hired DLKW in 2006 to handle Morrisons' advertising. The following year the supermarket embarked on its first celebrity-led campaign, highlighting its heritage in fresh food.

'Our celebrity strategy is ongoing and allows us to deliver an instant cut-through and a degree of credibility. The celebs we use are real people, which encourages consumers to reappraise the Morrisons brand,' says Bates. 'Fundamental to the business is fresh food. It has always been at the heart. We talk about being a fresh-food specialist, which is not exclusive.'

Nonetheless, the integration with Safeway was not an easy one. A profit warning soon followed and Sir Ken, who had become the target of disgruntled shareholders, stepped aside, presumably to some sighs of relief from his PR department, and ceded executive control to Bolland.

'Bolland gave us the appetite in the business. We already knew what the strategy was and what we needed to do, but he ensured we did it,' says Bates. Typically, the curmudgeonly Sir Ken does not necessarily agree - he was recently quoted in an interview with The Daily Telegraph as saying: 'We worked together for a couple of years, but I wasn't too disappointed when (Bolland) left - he patently wasn't a retailer.'

The DLKW-inspired strategy continues and clearly works well for the supermarket, which insists that low prices does not have to mean a compromise on quality. 'We buy from the best growers and not the so-called best suppliers, like our rivals do,' Bates says. 'Our Market Street offering has been around for 20 to 30 years and is true to our roots. Morrisons was founded more than 100 years ago and its ethos is based on controlling the supply chain.'

A further initiative from Bates was 'Let's grow' in 2008. …

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