Posts in CMO

Pet brand sameness works against brand engagement

How to Disrupt the Sea of Sameness

September 16th, 2020 Posted by brand marketing, brand messaging, Brand preference, brand strategy, branded content, CMO, consumer behavior, Consumer insight, Content Marketing, Emerging brands, Emotional relevance, engagement, Healthy Living, Higher Purpose, Pet food, Pet food marketing, Retail brand building, retail brand relevance 0 comments on “How to Disrupt the Sea of Sameness”

Similar brand strategies lead to undifferentiated communication

Nowhere do we find the unrelenting challenge of sameness operating in full relief more often than the pet food business. No matter what product or retail category you are in, the requirement for message uniqueness and differentiation has never been higher. Here’s how to disrupt the pattern of sameness that follows brands around like a virus.

The good news: The pet food industry is expanding, fueled in part by the dramatic growth of pet owning households, now forecasted to reach 71 million in the U.S. by the close of 2020. Despite economic climate challenges, runaway joblessness and the vagaries of changing shopping behaviors spawned by the pandemic, pet business trends continue on an upward trajectory. The pandemic has served as a catalyst for elevating the pet value proposition. We need our furry companions now more than ever.

The tougher news: Yet despite this picture of continued potential prosperity that floats all premium pet brand boats, the competitive players seem to be held captive in a repetitive messaging loop that confronts pet parents trying to navigate the store aisles. Everywhere their eyes scan, the sea of storytelling sameness stares back, defeating opportunities to connect on an emotional level.

  • What marketing medicine is required to get pet brands to stop and reconsider the path to engagement? To step beyond, above and outside their tendency to reinforce similar tropes about formulation integrity, while intractably married to the protein percentage wars, and accented by assertions of nutritional superiority or human grade ingredient quality.

Everyone believes they make the best food. Indeed, many brands now have upgraded the quality of their ingredient sourcing and formulation techniques, to offer truly nutritionally- dense solutions. But does the pet parent make decisions on the cold analysis of facts and figures? The answer is no they don’t.

Here’s what we know:

  • People run in the opposite direction, away from complicated brain taxing messaging that would require them to study and consider elaborate details of pet nutrition.
  • Human beings are feeling creatures who think and not thinking creatures who feel. It is heart- over-head, always.
  • Trust is an issue in pet food driven in part by the elaborate claims of human quality food ingredients magically encapsulated in a small brown nugget known as kibble. It looks industrial to start with.

The quite natural conclusion of most pet marketing plans is focusing inwardly on all the reasons why brand X pet food is better than brands Y or Z. The incredible efforts undertaken by companies to make a high-quality product IS the story, correct?

The challenging outcome of this thinking is a recipe for similar statements and claims that operate in conflict with the fundamental requirement for brand uniqueness and differentiation. Hence the sea of sameness.

How to break the cycle of sameness.

What does the pet parent care about? Their pet. The incredible emotional bond that sits between them is unshakeable and demonstrable and visceral and real. What is pet food? It is the instrument of expressing love and care for their pet’s wellbeing and healthy longevity. Why? Because they have connected the dots between the quality of what they themselves eat and their quality of life, a point of view that translates over in a nano-second to their beliefs about pet wellness.

We know it’s really tough to refocus marketing on the pet parent and their lifestyle aspirations ahead of what’s going on in the formulation, the manufacturing and the supply of high-quality food ingredients. Yet the enemy in here is the very sameness this encourages.

  • When you can walk through the store aisles and literally transfer packaging statements from one brand to the next one over, and it remains essentially valid, you know the playing field is going to be murky for the consumer. Maybe even confusing.

Breaking the cycle requires putting pet parents at the center of planning and working backwards from there. It is the focus on them, their lives, interests and relationship with their pet where all the alchemy of marketing magic happens.

Great marketing isn’t logical and linear. It is better when the plan embraces the idea that humans are emotional and often irrational, driven by whims and the perceived wisdom of crowds.

Love in a bowl.

That’s right, love. You aren’t selling pet food or de-boned chicken or 38% protein. You are selling the means to express the great love people have for their pet. Emotional communication occurs when storytelling and images and focus are on the pet parent ahead of the product. Holding up a mirror on what they believe: “I’m spending more on pet food because I care deeply about the health and wellbeing of my four-legged family member.”

So celebrate the bond, the moments of happiness, the relationship, the companionship, the emotional connections and experiences of a life lived alongside furry children. In this way the pet parent immediately becomes the hero of brand storytelling, and in doing so the communication achieves its goal of being wanted and engaging.

Talk about the stories of your customer’s pet lifestyle experiences, triumph over health challenges, and the miraculous emotional connections people have received during one of the most uncertain periods in human history. When your marketing voice is a reflection of real world experiences and the value pet parents experience with their pets, your brand becomes a partner with them on their journey to a more fulfilling life with their pet companion.

  • This is how brand relationships are formed and fed. All of a sudden it matters less to  communication effectiveness when protein percentages vary slightly brand to brand. You are no longer chained to specsmanship. You have successfully disrupted the sea of sameness.

Should this kind of thinking inspire you to consider fresh ideas and approaches, please use this link and let’s start a conversation.

Looking for more food for thought? Subscribe to the Emerging Trends Report.

Bob Wheatley is the CEO of Chicago-based Emergent, The Healthy Living Agency. Traditional brand marketing often sidesteps more human qualities that can help consumers form an emotional bond. Yet brands yearn for authentic engagement, trust and a lasting relationship with their customers. Emergent helps brands erase ineffective self-promotion and replace it with clarity, honesty and deeper meaning in their customer relationships and communication. For more information, contact Bob@Emergent-Comm.com and follow on Twitter @BobWheatley.

Building a Higher Purpose Brand

How to Create Your Brand’s Higher Purpose

August 6th, 2020 Posted by brand marketing, brand messaging, Brand preference, brand strategy, CMO, consumer behavior, Healthy lifestyle, Healthy Living, Higher Purpose 0 comments on “How to Create Your Brand’s Higher Purpose”

Beliefs, values, purpose now drive brand preference

Of all the content and business best practices articles we’ve published, our guide to creating a higher purpose brand may be the most important. We invite you to view or download   Emergent’s “Harness the Power of Purpose”– the four-step plan for optimizing your brand’s foundational meaning and value proposition.

If you’re asking why this is so vital to your brand’s future growth, here’s the story:

Five years ago, after mounting evidence of growing consumer interest in brands built on higher purpose, the marketplace started to evolve. Businesses grounded in human-relevant beliefs to help make the world a better place were gaining traction.

  • Witness the parade of emerging brands like Beyond Meat’s effort to reduce the carbon footprint of meat production, or TOMS Shoes’ efforts to put footwear on vast populations of impoverished people, and Oatly’s out-sized commitment to sustainable agriculture.

The pandemic has operated as a catalyst to push this cultural shift further and faster as brand values and purpose now top price and convenience on the path to purchase.

Imbuing a brand with deeper meaning is a centerpiece in brand strategy best practices. Yet many businesses either have missed the mark of what true higher purpose is, or have attempted to masquerade as a purpose-oriented business through inauthentic promotion schemes and philanthropy (which isn’t higher purpose).

What is higher purpose and how do you build the right and most effective platform?

Click below for your copy of Emergent’s “Harness the Power of Purpose”- the four-step approach to building a higher purpose brand.

View or download your copy here

Looking for more food for thought? Subscribe to the Emerging Trends Report.

Bob Wheatley is the CEO of Chicago-based Emergent, The Healthy Living Agency. Traditional brand marketing often sidesteps more human qualities that can help consumers form an emotional bond. Yet brands yearn for authentic engagement, trust and a lasting relationship with their customers. Emergent helps brands erase ineffective self-promotion and replace it with clarity, honesty and deeper meaning in their customer relationships and communication. For more information, contact Bob@Emergent-Comm.com and follow on Twitter @BobWheatley.

Appetite appeal

Everipe Stands on a Moment of Extraordinary Relevance

June 12th, 2020 Posted by brand marketing, brand messaging, brand strategy, change, CMO, Consumer insight, Emerging brands, Emotional relevance, Growth, Insight 0 comments on “Everipe Stands on a Moment of Extraordinary Relevance”

Right for the times we are in and when it truly matters

Perhaps the single most important emotional revelation coming out of the pandemic and surrounding events is the complete loss of control experienced by people, now buffeted by an unseen disease and historic events. The conditions have taken charge of our everyday lives, challenged our cultural norms, and affected our behaviors and personal priorities. 

We now have overwhelming evidence that people want to reassert control in their lives in meaningful ways. In our recent article, Health is the New Wealth, we started a discussion around the one thing consumers can actively participate in controlling that helps correct the imbalance and uncertainty they’re experiencing: health and wellbeing matters. 

The pandemic amplifies the health and wellness issue exponentially as people work to protect themselves by investing in their immunity thresholds through better eating and healthy living. This has influenced the purchase patterns and brand preferences for millions and ushered in an era of incredible innovation brought by entrepreneurs who, right and left, are reinventing legacy categories and creating new ones with better ingredients while serving a higher purpose to boot. Every so often we come across a new brand that has relevance written all over it because it so squarely hits the touchpoints of what matters to people now.

Everipe lands at precisely the right moment with precisely the right solution

The pandemic has locked families into homebound consumption occasions and a need for healthy beverages that are pantry ready and convenient. Imagine this: a shelf-stable, super-food smoothie developed using freeze-drying tech to perfectly preserve real fruit ingredients. Freeze-drying removes moisture while also concentrating the flavor profile. 

Then add super-food ingredients to enhance nutritional density. Make it easy to do – just add water, juice or dairy and some ice to a blender. Make it at an affordable price point. And oh by the way, eliminate the hassle of building a homemade smoothie from scratch while fresh fruit ingredients go from ripe to fuzzy in a matter of days. 

Everipe is right for the moment we’re in. We interviewed founding partner Kerry Roberts to learn how the company is handling the pandemic and what they see in the future ahead. Here’s our Q&A with Kerry and some related observations from Emergent.

1.   In the last 60 days much has changed for emerging food and beverage brands. How has the pandemic impacted your business and what changes have you made in how you go-to-market?

Kerry Roberts: “These last couple of months have managed to pull the rug of ‘business normal’ out from under us as company leaders, parents, and partners.

Everipe, is a direct-to-consumer, shelf-stable superfood line of good-for-you smoothies. We suddenly found ourselves relevant for these functional benefits overnight, and for reasons we never could have crafted in a strategy deck. We were incredibly lucky to have planned a launch with Amazon in March that was expedited with Amazon’s emerging business team given the need for nutritious (easy to ship) pantry foods – and so we have seen that channel immediately exceed our expectations. At the same time, we’re seeking out additional E-commerce channels with launches in past weeks on Zulily, Walmart.com and we’re temporarily pausing any plans to pursue brick and mortar.”

Emergent: Ready-to-drink smoothies have been around for a while, but many of them are higher in sugar and the taste isn’t quite on a par with fresh-blended versions. Making smoothies from scratch is time consuming, like baking a daily cake. Frozen fruit ingredients can be expensive and there’s only so much room in the freezer to start anyway. 

Everipe hits so many appropriate buttons from great taste to convenience to nutrition delivery to satisfying at a friendly price – you just know this is going to catch fire. My oldest daughter, who is a smoothie fanatic, loves them. The innovation here is timed, positioned and packaged correctly. 

2.   What specific changes have you implemented in your sales and marketing strategies?

Kerry Roberts: “Consumers in the early stages of quarantine were shopping under duress and it was important to recognize that they were not wired for aisle-browsing discovery of new brands and their messaging. 

As we thought about consumer motivations and how they had shifted on-a-dime in our category from things like energy and weight management to home delivery and shelf-stability, we immediately adjusted our messaging.

Instead we focused on pantry storage, clean ingredients and free delivery – which sound functional at face value, however they all ladder up at present, to safety.

Tactically, in addition to seeking out expanded e-commerce distribution, we’re also leaning aggressively in on our own direct-to-consumer channel, offering a deep trial discount and tripling our digital Ad spend to introduce a captive audience to Everipe.” 

Emergent: Right here you are witnessing the one great lesson that feeds trial and development of a new brand: put the consumer first at all times. Listen carefully to what they are saying, how they are behaving. Be cognizant of the environmental conditions they find themselves in. Work to understand the nuances of what they care about and plan backwards from there.

Relevance and resonance are the twin engines of growth in food and beverage businesses. You can’t have either without an acute understanding of what drives consumer behavior. 

The “if you build it they will come” approach just won’t work. Everipe understands the consumer comes first. Period.

3.   How do you think investors are reacting to the COVID-19 situation and how does that impact their interest in brands like yours?  

Kerry Roberts: “Everipe has not taken on funding as yet and as we think about the coming months, we’re conscious that dollars may tighten as Venture Capitalists and funds work to support their own portfolios through a recession. 

That said, I feel this year presents an incredible opportunity for founders to create a story around how they navigated these challenging times – how quickly they pivoted, how strategic they reacted, and how they set their brand up to weather what may become a lengthy recovery. 

With no shortage of incredible product ideas, I think investors look to invest in founders as potential teammates. While this may not be an easy time to champion an emerging brand, the chance for founders to showcase your character and intellect is probably as poignant as it’s ever going to be (at least I hope this is as tough as it gets!)”

Emergent: We are reminded once again that it is the strength and skill sets of founding partners and creators that imbues brands with “difference.” It is rare that you find a CPG experienced marketer like Kerry Roberts at the controls of building a new brand like Everipe. More often than not founders don’t hail from the marketing discipline. Yet, how a new brand is packaged and presented can have enormous impact on scale and staying power. 

Knowing your skill sets and capabilities can help owners identify the blind spots – and brand building can be one of them. This is why Emergent is a resource for emerging brands. Consumers are emotional creatures. They do not make analytical, fact-based decisions concerning the brands they care about. 

We know that both the stories and the words used to convey the value proposition are of great importance in creating a strong brand right out of the gate. It’s a highly specialized area of expertise not always “owned” by the owners.

Kerry’s presence at Everipe gives them a significant advantage, because she understands the emotional fabric and character of what a brand consists of and how vital it is these days to design it with higher purpose and deeper meaning.

4.   How will the economic uncertainty and lifestyle impacts of the pandemic influence consumer priorities and behaviors?

Kerry Roberts: “I reflect on the spotlight placed right now on wellness, particularly immunity – and health as the only currency that really matters and I am hopeful that the connection between how we fuel our bodies, and how we feel, (and heal), becomes more appreciated. 

At the same time, I worry that in a recession, consumers may not have the resources to invest in healthier options. As a startup with lean margins we understand this friction. I hope that the leadership for making truly clean foods more accessible continues to extend to, and include, big CPG businesses who have the resources to make those changes.”

Emergent: As we’ve said, “Health is indeed the New Wealth.” The pandemic and related events have made the home a more important safe zone; making and consuming food at home more desired; and investing in our health and wellbeing a top priority. There is no greater calling now for the food and beverage industry to acknowledge this will not be achieved through incrementalism in formulation adjustments, but in reinvention of legacy brands to answer the desire for higher quality, shorter ingredient decks and improved nutritionals. 

Six years ago we reported on the seismic move in food and beverage preferences to fresh, locally sourced, higher quality food and beverage choices as people fully connected the dots between what they ingest and the quality of their lives. This single event has created a shift in consumption patterns, food and foodservice retail strategies, and changed the very definition of what better-for-you eating is about. The pandemic has only heightened the shift.

Better-for-You is what the consumer cares about. It is what they want. A panicked blip in sales of boxed mac and cheese should not be interpreted as a lasting return to highly processed food consumption. 

If we indeed care about the health and wellbeing of our users, we owe it to them to advance the creation of healthier products and new food and beverage experiences like Everipe.

5.   What advice can you offer to the founders and investors of new emerging brands that will help assure their continued growth? 

Kerry Roberts: “I wish there was a pandemic playbook! If I might offer any advice it would be: 

  • To think carefully about any aggressive plans for rapid expansion and instead to first ensure that existing partners and channels are well cared for, and cash is managed. 
  • To double down on listening to and serving your consumer, employees and partners. Your most efficient marketing efforts right now may just lie in how you listen to and treat people.
  • To get comfortable with the discomfort of not having a crystal-clear road map. Exercising mental muscles for making the best decisions with available information, while the ground shifts underneath you, will position us all well as an uncertain future unfolds.”

Emergent: Following the true north and optimal strategic game plan in these uncertain times requires that new and emerging businesses pay close attention to consumers – and continuously dial how the brand and business behaves to serve their needs. What people want now is greater control over their lives and to invest in their own health and wellness. This is the path.

To the extent the brand lives in service of improving customer wellbeing, the opportunity for continued growth is achievable. The brand’s role here is as expert guide and coach on the consumer’s life journey. That principle should sit at the foundation of business decisions, marketing messaging and how the offer is presented to all stakeholders. 

Too often we see a form of brand narcissism unfold when the business celebrates itself and is in love with its formulation first, over its relevance to fulfilling consumer needs. Business is now built on reciprocity and that requires a less self-centered operating philosophy. 

Everipe is on a journey itself

As much as we speak about the consumer journey to fulfillment, meaning and purpose, so too Everipe is on a path to revolutionizing the smoothie and healthy beverage category. It will not be easy. Nothing of any real value ever is. Kerry’s comments are evidence of a remarkable sense of self and values that operates as guardrails for their decisions and provide a litmus test for their judgments.

We see great opportunity ahead. When food retail distribution re-emerges as a channel for their growth, we believe the evolving center store will become more of a curated location for higher quality, healthier choices. Everipe will likely be a star in that environment.

If your brand and business is on the hunt for fresh ideas, and improved brand storytelling, we’d love to talk with you.

Editorial note: Emergent would like to express our deepest appreciation to Kerry Roberts for participating in this story and helping to inspire and educate other brands now trailblazing a new healthier frontier in food and beverage.

Bob Wheatley is the CEO of Chicago-based Emergent, The Healthy Living Agency. Traditional brand marketing often sidesteps more human qualities that can help consumers form an emotional bond. Yet brands yearn for authentic engagement, trust and a lasting relationship with their customers. Emergent helps brands erase ineffective self-promotion and replace it with clarity, honesty and deeper meaning in their customer relationships and communication. For more information, contact Bob@Emergent-Comm.com and follow on Twitter @BobWheatley.

How to PREVAIL in the Midst of Uncertainty

June 2nd, 2020 Posted by brand marketing, brand messaging, Brand preference, CMO, Consumer insight, Emerging brands, food experiences, Healthy Living, Marketing Strategy, Navigation 1 comment on “How to PREVAIL in the Midst of Uncertainty”

Emerging brand navigates change at the speed of a SpaceX rocket launch

Over the last five years there has been an unprecedented shift in food culture to favor new and emerging food brands. These new brands have found traction by reinventing existing food and beverage categories or creating new ones with elevated recipes, higher quality ingredients and an ethos to go with it.

When the pandemic suddenly descended like a quick-forming Hurricane headed on-shore, we watched in earnest to see how these bright upstarts would weather the storm. On the one hand, these new businesses often fulfill the desire for healthier options right out of the gate. On the other, as young organizations without the deep cash reserves of legacy counterparts they can be vulnerable.

Among the new brands Emergent has been following is PREVAIL jerky. PREVAIL was founded and is guided by Glen Kohn in Chicago, a financial services investment expert (understands the balance sheet) who had a personal penchant for jerky making that turned into his life passion.

Answering a prevailing trend of higher quality, better for you

PREVAIL has reinvented the jerky category with a truly clean formulation that rids the meat-centric snack option of unwanted preservatives, horrific sodium levels, added sugars and ingredients that food allergy sensitive consumers can’t stomach. What’s extraordinary is the taste and eating experience, an uncanny ‘secret sauce’ ability of Glen’s products to deliver a jerky sensory bite but without the toughness often associated with dried meats.

We wanted to find out how Glen and PREVAIL were faring as COVID-sponsored upheaval sent shockwaves through many businesses that are in early stages of their development and growth curve. Glen graciously answered five questions intended to gauge the impact of the pandemic. We include our observations and insights following Glen’s answers.

Five Questions for Glen Kohn and PREVAIL Jerky

  1. In the last 60 days much has changed for emerging food and beverage brands. How has the pandemic impacted your business and what changes have you made in how you go-to-market?

Glen Kohn: “Many of our retail locations such as hotels, health clubs and coffee shops closed down at the start and some remain closed. Given what was happening around us in retail channels, we knew to retain our momentum we needed to pivot to online. On the ingredient supply side, we believed that beef prices would likely go up, so we got out ahead of the possible challenge in April and purchased 100% grass-fed beef to control our costs.” 

Emergent: What’s evident here was the quickness and resolve Glen and his team showed to get ahead of the shifts and do their best to keep the velocity moving. Especially important was the supply chain decision given the significant escalation in beef prices.

PREVAIL sells at a premium to other traditional category jerky brands. While the value proposition justifies the extra cost, in an uncertain economy, it is possible for price premium acceleration to hit a ceiling and generate resistance from users. Wisely Glen avoided the pricing meltdown. He also sidestepped taking a hit on slender margins by banking his supply.

  1. What specific shifts, changes have you created to your sales and marketing strategies?

Glen Kohn: “We quickly shifted to go after more e-commerce retailers, corporate snack boxes, and B to B online platforms. We also saw a spike and increased interest in Affiliate programs. Dollars that were allocated to retail channel tastings and events were shifted to bolster PR and social media spend.”

Emergent: Food retail industry watcher and guide Brick Meets Click recently published a report showing online grocery transactions were up 18% from 62.5 million in April to an astounding 73.5 million in May. Also in May, household penetration reached 33% as 43 million consumers shopped e-commerce channels for food and beverage. This is way ahead of earlier food industry studies that forecasted household penetration on a much slower ramp, and offers proof that the pandemic has caused an inflexion point with online ordering. Out of necessity consumers have become more comfortable with this shopping behavior. Glen’s pivot to emphasizing e-commerce was a smart move.

Trust is at a premium these days and now more than ever, people rely on the recommendations of other consumers to inform their brand selection decisions. Social proof is the most important mechanism to validate what Glen wants the world to believe about his product efficacy and to encourage trial.

  1. How have investors reacted to the COVID-19 situation and what do you think they’re looking for now from brands like yours?

Glen Kohn: “Food is definitely king now. As evidence, shelf stable, healthy snacks are booming. If anything, now is the time to invest in food and beverage brands while other industries such as travel and hospitality wrestle with systemic challenges to their business model post-pandemic. Investors will spend their money on businesses with strong ongoing sales traction.”

Emergent: Equity investors often point to company leadership and their business skills as a primary driver underneath their investment decisions. Glen approaches the business not just as a guy with passion and a great recipe, but also a business brain who isn’t hesitant to make decisions in the midst of uncertain conditions. Combined with better jerky category relevance and salience, you can see why Glen should continue to attract operating capital as he works to scale the enterprise. Stay-at-home conditions and protein snacking make great bedfellows. 

  1. How do you see consumer priorities and behaviors changing as a result of the economic uncertainty and lifestyle impacts of the pandemic?

Glen Kohn: “Consumers are increasingly turning to healthy foods during the pandemic. The food industry is one of the only industries to surge during this time. People are snacking more throughout the day and they are looking for healthy alternatives that the whole family can enjoy.” 

Emergent: The pandemic has ushered in significant transformational changes in consumer attitude and behaviors. In our recent article, “Health is the New Wealth” we outlined the sea-change in the reshuffling of priorities and needs for people. The COVID-19 event has dramatically demonstrated how ‘out of control’ the world can be, upending every single aspect of life, lifestyle and career. What is the one thing people can control in a seemingly uncontrollable world? Their investments to enhance their own health and wellbeing through what they put in their bodies and active efforts to take better care of themselves.

A healthy immune system is at a big premium these days. Brands that actively partner and help guide consumers on their journey to healthier living have an extraordinary opportunity to build a lasting and sustainable relationship. Glen sees this and his company is positioned to take advantage of it.

  1. What guidance would you offer to the founders and investors of new emerging brands that will help assure their continued development? What are the top three things you believe they should do to help ensure continued growth?

Glen: “From what we have heard and seen it’s best to diversify channel strategy and watch behavioral changes. We have seen brands that were primarily in one retail channel and were crushed when the country shut down.

  • Be nimble.
  • Cash is king.
  • Don’t be afraid to take a chance.
  • When the timing feels right be a first mover.” 

Emergent: During uncertain times when the future appears to be unpredictable and changes are occurring around you at unprecedented speed, occasionally fear can set in that causes businesses to turn inward and go dark as they “ride out the storm.” We have ample historical evidence that this is a recipe for disaster. Brands that continue to invest in their growth, in communication with consumers, that remain present and work quickly to adjust to the changes going on around them are likely to emerge in much better condition than those which retreat.

You can’t cut your way out of a recession. No question cash management and burn are fundamental business issues to address. That said, it is more important than ever to be a builder and as Glen says, a first mover.

A brand name that inspires consumers during uncertainty

PREVAIL is an interesting and compelling brand name. On a very visceral level it is aspirational to the consumer experience. People want to prevail over what looks at times to be insurmountable odds. This brand as guide, coach and expert authority can take the journey with consumers as a trusted source and resource.

The characteristics and drivers of successful brand building have changed as consumers seek deeper meaning and shared values with the brands they prefer. Equally, brands need to position themselves as partners in helping improve their consumers’ lives.

To help them prevail.

Emergent is expert in helping build new and emerging brands and businesses. If you’re looking for fresh ideas and perspective, let us know.

Editorial note: Emergent would like to express our heartfelt thanks to Glen Kohn for participating in this story. We appreciate his time and efforts to help inform the industry.

Looking for more food for thought? Subscribe to the Emerging Trends Report.

Bob Wheatley is the CEO of Chicago-based Emergent, The Healthy Living Agency. Traditional brand marketing often sidesteps more human qualities that can help consumers form an emotional bond. Yet brands yearn for authentic engagement, trust and a lasting relationship with their customers. Emergent helps brands erase ineffective self-promotion and replace it with clarity, honesty and deeper meaning in their customer relationships and communication. For more information, contact Bob@Emergent-Comm.com and follow on Twitter @BobWheatley.

Mining Emotion Fuels Business Results

April 29th, 2020 Posted by brand marketing, brand messaging, brand strategy, CMO, consumer behavior, Consumer insight, Emotional relevance, Growth, Higher Purpose, Insight, Marketing Strategy, Social media 0 comments on “Mining Emotion Fuels Business Results”

Emotional connections can drive consistent growth

Your consumer is not an analytical, fact-based decision-making machine. Ironically, however, most brand marketing and communication automatically presumes people lean into logic to rationally assess the prevailing evidence of superiority or product benefits companies provide.

The Pandemic has added an exclamation point to this intel as consumers increasingly want brands to be authentically rooted in shared values, beliefs and a higher purpose. Understanding how the DNA of successful brand/consumer relationships has changed is vital to gaining business traction. As you’ll see in the Harvard Business Review case study we review later,  evidence is piling up that mining emotional connectivity is simply a far better business-building decision leading to increased sales and market share over time.

We now have data that confirms brand relationships tethered to emotion are far more effective in delivering the engagement and business results you seek. Here’s the headline: all people are emotionally-driven creatures whose decisions are governed by how they feel about your brand.

Like a lightbulb to a lamp, brand growth is powered by its relevance with consumers who show the highest propensity to engage. Emotion and engagement are uniquely bonded in a vital marriage that will stand the test of time, weathering adversity and continuing to grow deeper, richer like fine wine in the cellar.

How important is this discovery about emotion-led marketing to your business?

Motista conducted a study of 100,000 consumers across 100 different brands and learned that emotionally-connected consumers are more valuable to the balance sheet than the ‘highly-satisfied’ customers you may covet. The former spends, on average, two-times more with retailers they prefer and have a 306% greater lifetime value to the business. Emotionally-invested consumers even recommend favored brands at a much higher rate than those who claim to be super satisfied – 30.2% vs. 7.6%.

Motista concluded emotional connectivity is the most valuable, predictable and enduring strategy you can deploy to build a business that routinely surpasses category growth rates.

Insight Informs Your Strategic Platform

  1. Emotional connectivity happens when your brand reflects back to the consumer values, desires and aspirations consistent with their own. If you want a deeper relationship with your users, then imbue your brand with deeper meaning.

 

  1. Knowing your customer on an intimate level is necessary to provide the understanding and ability to secure three important qualities of like, know and trust. This will require an ongoing investment in consumer insight research designed to unearth details of what they care about and who they are.

 

  1. All purchases today are largely symbolic gestures designed to flag to the rest of the world around us what people value and who they are. It isn’t possible to achieve this kind of relevance without knowing what your best users desire.

 

  1. Which leads to this key question: is the relevant lifestyle symbolism people look for embedded everywhere your customer is likely to encounter the brand online and off? Said more succinctly, is the entire customer journey infused with the insights that feed emotional communication?

Harvard Business Review case study offers proof

HBR published an intriguing report to fully test the hypothesis that emotional connectivity leads to out-sized financial results. You can read the report here. Their conclusion, when brands are able to successfully build emotional connections, the payoff is significant.

The journey begins with correctly assessing emotional motivators that are relevant to your brand. An example: “I am inspired by a desire to…”

  • Enjoy a sense of well-being.
  • Have confidence in the future.
  • Become the person I aspire to be.
  • Experience fulfillment and purpose.
  • Feel secure in the midst of uncertainty.
  • Experience a sense of freedom.

HBR reported on a fashion retailer who participated in the project. Appropriately, the company identified a “propensity to engage” segment they characterized as Fashion Flourishers. The segment represented 22% of the customer base but accounted for 37% of sales. This enthusiast customer group spent $468 a year on average vs. $235 for traditional shoppers, and 46% visited the stores at least once a month over 21% for everyone else.

Initial analysis showed this cohort was less price-sensitive and remained a loyal customer over a longer period of time. The goal was to initiate direct investments in forming emotional connections with this group.

To start, the company conducted discovery research around emotional motivators for the segment and found three distinct attributes:

  • Makes me feel more creative.
  • Makes me feel a sense of belonging.
  • Makes me feel a sense of freedom.

Marketing programs were created around the insight. For example, to leverage the sense of belonging motivator, the retailer invited customers to submit selfies wearing their favorite outfits which were then posted as slide shows on video walls inside the stores.

Further the company weighed into emotionally-relevant media and experiences such as social channels and enhanced store design to marry the shopping experience to the emotional traits. Similarly, an email campaign was created around messaging that nurtured the ‘makes me feel creative’ attribute.

Outcomes confirmed the hypothesis

As a result of investing in emotional connections, stores optimized to reflect the emotional interests of Fashion Flourishers averaged 3.5% annual sales growth vs 1.0 percent for other stores in the chain. Inventory turns improved by 25% and customer advocacy scores grew by 20% year over year.

Key to success

Emotional motivators will vary across brands and audience segments, which underscores why the insight research component is so important to achieving results.

Bottomline, brand communications focused on building emotional connection is the secret sauce to consistently strong business results. Emotional connectivity works because it is respectful of what we now know about how people operate and how they make decisions (not analytically).

Thus, it is important to marry the emotional-driven strategy to every touch point and contact opportunity consumers may have with the brand. COVID-19 and the cultural disruption it is creating will change the face of marketing. The emotional-led strategy is aligned with these shifts and can help improve the future business results for brands that are wise enough to pursue it.

We can help you develop the strategic plan and execute the appropriate research for building emotional connections with your consumers, as well as bringing it to life with creative communications tools. Let us know if you would like to discuss informally.

Looking for more food for thought? Subscribe to the Emerging Trends Report.

Bob Wheatley is the CEO of Chicago-based Emergent, The Healthy Living Agency. Traditional brand marketing often sidesteps more human qualities that can help consumers form an emotional bond. Yet brands yearn for authentic engagement, trust and a lasting relationship with their customers. Emergent helps brands erase ineffective self-promotion and replace it with clarity, honesty and deeper meaning in their customer relationships and communication. For more information, contact Bob@Emergent-Comm.com and follow on Twitter @BobWheatley.

How to Create Growth When the Future is Uncertain

April 21st, 2020 Posted by brand marketing, brand messaging, brand strategy, CMO, Content Marketing, Growth, Insight, Marketing Strategy, storytelling 1 comment on “How to Create Growth When the Future is Uncertain”

Keys to address now – preventing paralysis while accelerating engagement

Businesses and brands don’t like uncertainty. The pandemic has delivered a heaping pile of vagueness on what the future looks like. However, a modest number of companies will avoid the creeping advance of paralysis and will position themselves for industry-leading growth when the pandemic begins to subside. Here’s how to recognize the presence of business-defeating thinking and strategies, while making the right investments that will turn the current batch of potential business lemons into lemonade.

“Fear is like a mall cop who thinks he’s a Navy SEAL” – Elizabeth Gilbert, Big Magic.

This is a challenging time for nearly every business in food, beverage and lifestyle categories. Competing theories exist on where business will go in the next six months, compounded by conflicting forecasts of what business results will look like and what the future holds generally.

In the face of uncertainty many organizations are sorely tempted to retreat, to pause, to pursue a defensive rather than offensive style strategy. The theory at work is to wait out the storm before attempting to map a more progressive future. That said, some studies suggest the defensive approach can infect the business in the wrong way, and inadvertently set a course for handing over leadership to other brands that determined they would not succumb to a holding pattern during these uncertain times.

What’s really happening here anyway?

Fear begins to replace optimism and some businesses subsequently stop working to create a better reality. Elizabeth Gilbert in her book Big Magic, Creative Living Beyond Fear, poignantly describes the condition: uncertainty breeds fear. “Fear is programmed by evolution to be hyper-vigilant and insanely over-protective,” she reports. Fear believes that any uncertain outcome is already foretold to end in failure and disappointment. Fear’s job is to induce in varying degrees, a form of panic whenever an organization is about to embark on a path that is less than certain.

Historical evidence points to the right path

Harvard Business Review (HBR) in 2010 published a comprehensive report following the Great Recession of 2008/09, to help diagnose what conditions contribute to growth and what strategies set an organization up for unsatisfactory outcomes. The study looked backward at previous recessions and found common ground on approaches that either contributed to losing momentum or acquiring it.

Some organizations look at uncertainty and focus on what could be described as a ‘loss minimizing’ or siege mentality that can put the business into survival mode. Prevention strategies are founded mostly on cost cutting. However, the data shows firms that cut costs faster and deeper than rivals don’t necessarily flourish.

In fact, the HBR report revealed those engaged in loss minimizing have the ‘lowest probability’ of pulling ahead of the competition as economic conditions turn around. The prevention mindset is founded primarily on safety, security, avoiding losses and minimizing risks. This defensive approach also tends to trigger a form of pessimism internally that spreads like wildfire as strict controls and rumors of impending cuts put people in the organization into survival-style behaviors.

  • HBR’s study of 4,700 companies found that 56% of prevention-oriented businesses cut their head count, while only 23% of progressive companies laid off staff and in far fewer numbers. This begs the question, what is a progressive company?

A progressive approach is essentially a balanced strategy that focuses cost controls primarily on identifying operational efficiencies (rather than head count), combined with continued investments in marketing and innovation. The report found that 37% of organizations taking this more aggressive approach were more likely to emerge as leaders later.

For executives working to build the optimal plan it’s important to recognize the barriers to progressive thinking. This can include a mélange of challenges if failure isn’t respected in the organization as the ultimate teaching and learning moment. Additionally, when personal self-worth can’t abide any form of failure, the uncertain conditions often leads to retreat.

Why is marketing investment so important?

Gordon Leavitt, the former Dean of Marketing at Harvard Business School wrote a book called The Marketing Imagination, a profound and enlightened view of marketing’s role in how an organization wins in the marketplace. In it he states, “the purpose of business is to get and keep a customer, therefore every department, every executive, every decision is in fact tied to marketing.” Leavitt believed that everyone is involved in marketing whether their job description says so or not. For the very reason that marketing is not a department, it is the organization’s collective behavior to get and keep the customer.

Granted much has changed since he wrote the book and “purpose” is now a much deeper construct than just commerce. However, his point remains essential in looking at why investments here matter even in the presence of uncertainty. Customer-focused thinking and behaviors prove over and over as a viable path to growth in the midst of adversity.

Ideas and inspiration are required to navigate uncertainty

Ultimately it is ideas that will power growth, especially in the face of doubt. What can get in the way of inspiration that informs great ideas? Most often it is drama, anxiety, distractions, insecurities and fear that can draw the horns inward. These characteristics, corporate or individual, are not receptive to inspiration.

In fact, ideas can be banished with a single word: NO.  In some instances, businesses are culturally organized to say no, no, no and no.

Instead businesses should focus on the essential principles that support creativity including:

Courage

Enchantment

Permission

Persistence

Trust

What are the characteristics needed to promote an atmosphere that invites inspiration, creativity and ideas? Executive leadership that is diligently focused on the customer and their journey, and is driven by attitudes founded on faith, belief, courage and devotion to respecting and caring for the health, wellbeing and welfare of the brand’s users.

It is the ultimate expression of putting their needs at the top of the priority ladder and working backwards from there to identify ways to bring that commitment to life. It is a form of fearlessness that manifests in rallying the organization’s focus to the customer rather than myopic devotion to self-preservation.

When fear is eliminated there is an opportunity to cooperate fully, joyfully and humbly with inspiration, entering into a contract of sorts with it that “we are required to fulfill,” says Gilbert.

Purposeful marketing

Translation of ideas and inspiration into world-class marketing solutions is best seen in the creation of deeper meaning and higher purpose in the brand voice.

According to Kantar Research, successful brand marketing focused on building higher purpose for the business, exhibits three principles:

  1. The organization has an established history supporting a purposeful positioning.
  2. The brand partners with credible third parties who are also passionate about that positioning.
  3. The company is committed to providing tangible solutions that help reassure and guide consumers to a better future.

It should be noted here that the ultimate expression of higher purpose is in the storytelling conducted by brands, their customers and stakeholders. Our brains rely on stories to make sense of the world around us. Yet storytelling has been largely missing from marketing for the last 30 years, as businesses have focused primarily on conveying product features and benefits.

A bright future ahead

Now is the time for an improved story based on a higher purpose delivered fearlessly, creatively by a brand devoted entirely to its customers’ welfare. Erasing self-doubt and self-protection behaviors, the brand can get on the path to future leadership, while successfully navigating the challenge of today’s uncertainty.

Brands that invest now will reap the benefits later in improved strength and growth in their respective categories.

Let us know your questions and challenges, we’re happy to help build your strategic plan, create messaging and content to tell your story.

Looking for more food for thought? Subscribe to the Emerging Trends Report.

Bob Wheatley is the CEO of Chicago-based Emergent, The Healthy Living Agency. Traditional brand marketing often sidesteps more human qualities that can help consumers form an emotional bond. Yet brands yearn for authentic engagement, trust and a lasting relationship with their customers. Emergent helps brands erase ineffective self-promotion and replace it with clarity, honesty and deeper meaning in their customer relationships and communication. For more information, contact Bob@Emergent-Comm.com and follow on Twitter @BobWheatley.

Archives

Categories