Brands that get noticed.

A chocolate bar takes the place of a smartphone.

The campaign uses KitKat bars instead of smartphones, creating an unexpected visual metaphor for taking a break from the digital world. This unusual substitution is what first catches my attention.

We are connected. But are we paying attention?

The campaign explores the need to take a break from constant digital connection. People can become so absorbed in their phones that they may overlook the world and people around them.

“Have a break, have a KitKat.”

KitKat connects a modern-day habit with its familiar break-time slogan. Rather than introducing an entirely new brand message, it applies an established idea to a contemporary situation.

The strength — Relevance

The campaign addresses a familiar part of modern life. Its simple visual idea makes me think about how often we reach for our phones and whether we need to pause.

The limitation — Interpretation

Some viewers might understand the visual joke without connecting it to the broader message of taking a break from digital life. Understanding the message also does not necessarily mean changing behaviour.

This campaign made me realise that branding can go beyond promoting a product. KitKat takes a real-life situation and turns it into a message that encourages people to reflect on their everyday habits.

For me, the deeper idea is about stepping away from daily chaos, understanding the world around us and connecting with people instead of always looking through our smartphones.

More than sportswear. A symbol of motivation.

Nike is a globally recognised sportswear brand known for its iconic Swoosh logo and the tagline “Just Do It.” Its branding communicates motivation, determination and inspiration, helping Nike build an identity beyond its products.

For me, the interesting part is how a simple logo and a short tagline can make a brand memorable and connect it with people’s personal ambitions.

Different people. Different reasons to choose Nike.

Nike appeals to professional athletes, gym-goers, recreational sports players and consumers who wear sportswear as everyday fashion.

However, their motivations may differ. Athletes may prioritise performance, comfort and durability, while fashion-conscious consumers may focus more on style and self-expression. Price also influences whether consumers can turn their interest in a brand into an actual purchase.

This helped me understand that a brand needs to recognise different customer motivations rather than assume everyone buys for the same reason.

Can emotional connection translate into a purchase?

Nike’s motivational messaging may create positive brand associations and encourage consumers to consider its products. However, admiration does not automatically lead to a purchase.

A consumer might aspire to own Nike products but choose a more affordable alternative because of budget constraints. This made me consider how Nike could make selected products more accessible without weakening its premium positioning.

My recommendation — Localised pricing

Nike could explore pricing strategies suited to local purchasing power, including a more affordable everyday footwear range while retaining premium products for consumers seeking advanced performance features.

The objective would be to reach more price-sensitive customers without compromising product quality, comfort or durability.

The opportunity — Accessibility

A more affordable product range could attract customers who admire Nike but find some of its products beyond their budget. If the products meet expectations, Nike may also benefit from positive customer feedback and repeat purchases.

The limitation — Profitability

Lower prices do not automatically mean greater success. Discounts can increase sales while reducing profit per pair. Manufacturing costs, demand, customer satisfaction and competitors’ prices must all be considered before changing a pricing strategy.

I would evaluate both sales growth and total profit rather than treating sales volume alone as proof of success.

From attracting customers to retaining them.

1. Optimise advertising

Promote product benefits such as comfort and durability where campaign data shows that these messages generate purchases. Athlete and celebrity partnerships could still support brand awareness, but their effectiveness should be evaluated against campaign costs and results.

2. Test promotional offers

Explore carefully calculated bundle offers or targeted promotions instead of relying on constant discounts. Any offer should be assessed for its effect on sales, profit margins and customer behaviour.

3. Investigate customer feedback

If customers do not return after purchasing during a promotion, investigate pricing, product experience, quality and durability rather than assuming there is only one cause.

4. Build loyalty beyond discounts

Nike could explore exclusive experiences, such as a limited lucky draw offering selected customers athlete autographs. The aim would be to create meaningful brand engagement without making customers dependent on repeated discounts.

This analysis helped me understand that marketing decisions involve more than attracting attention or increasing sales.

A price reduction may bring in new customers, but the strategy needs to be evaluated against profitability and long-term customer retention. Similarly, an advertisement that attracts views may not generate purchases, and a popular promotion may not create lasting loyalty.

I learned to approach marketing challenges by identifying the problem, examining customer and sales data, recommending a targeted action and measuring the outcome before deciding what to change.