Posts in Marketing Strategy

Stark reality of rapid change mandates marketing shift

March 24th, 2020 Posted by brand marketing, brand strategy, consumer behavior, Consumer insight, e-commerce, Higher Purpose, Marketing Strategy, Supermarket strategy 0 comments on “Stark reality of rapid change mandates marketing shift”

Guidance as new voice required in the face of cultural upheaval

Whatever the marketing plan looked like four months ago, it’s changing now in the face of a new reality and shifts in consumer attitude. Here we will chart the conditions and explain an enlightened approach.

So you understand what sits underneath the shifts:

Awhile back when we were engaged in the home safety products category, we had access to reams of quantitative and qualitative research to help us understand what the barriers were to purchase of potentially lifesaving products. The primary hill climb can be summed up in six words: “It will never happen to me.” Home fires, carbon monoxide incidents and other similar close-to-home threats happen to “other people,” consumers believed. This complacency could only be disrupted when confronted with real people stories of loss and tragedy.

The self-assessment people made was, never in my backyard. Now that sentiment has broadly shifted.

The unfolding events around us all has created a new reality. The change can be summed again in a statement, only modified as “it CAN happen to me.” We are witnessing the emergence of primal fear, anxiety nourished with uncertainty, multiplied by the speed of change going on and accelerated by public policy moves in an effort to flatten the curve of pandemic impact.

People believe they are truly vulnerable, while news reports of continued escalation in COVID-19 cases operates as confirmation of that view.

What does this mean to you? There is a rapidly increasing need for emotional support and preparedness. If you’re wondering whether or not consumers are paying attention to your behaviors and communication, a new research report suggests they are closely watching your moves.

  • Gfk research has been tracking the changes and in a recent report said that 73 percent of consumers say how companies react and handle the unfolding crisis will have an impact on future purchase decisions. No surprise, 85 percent of Gfk respondents indicated the virus is impacting their shopping behaviors, presaging a significant, and likely lasting, migration to e-commerce channels.

Primary call to action: consumers are looking for “a brand I can trust to guide me.” Thus, it’s time to step back and take a hard look at what initiatives and outreach in your current efforts are specifically addressing the need for trust creation.

Trust and safety are paramount

  • How are you expressing and addressing empathy and support for the lifestyle upheaval and anxiety people are experiencing?
  • Can you help people answer and manage the emergence of ‘family cabin fever’ conditions in the home?
  • Can you provide lifestyle encouragement, advice and ideas to help home-bound families continue healthy living regimens and behaviors?
  • Of note here, the more ‘unexpected’ it is from you in the areas to try to be helpful in, the more unselfish and trustworthy you appear.
  • Time to enable and encourage community conversation of shared experiences and events in your social channels. People need a place to engage and share.
  • Reveal details of your ingredient safety and testing standards in product creation. In fact, generally there has never been a better time than now to be transparent about everything.
  • What are your manufacturing hygiene protocols and safety procedures?
  • For emerging brands, communicate your supply chain integrity and ability to continue the regular flow of products to distribution. If there are limitations in this area, explain them openly and honestly.
  • For food retailers, your customers are going to hit exhaustion with home meal preparation 24/7. How can you amp up your prepared meal solutions business to bring some welcome relief for home chef monotony syndrome?

Engagement likely to be at an all-time high

With fewer distractions and a feast of extra time on their hands, people will be more open to engagement and have the bandwidth to pay attention. Content creation strategies can help fill the void. That said, it’s important to observe the rules of being helpful and useful over product promotion hype.

In 2008 and 09 when the economy tanked, a great lesson was served to businesses everywhere. Companies that continued to invest and communicate experienced share gains over rivals who answered the soft economic conditions by going into a fiscal fetal position.

You have the chance now to be seen and heard. What you say will impact perceptions of your ability to be trusted and of value to consumers’ rapidly changing lives.

If you need help navigating in this time of great change, please let us know.

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.

Marketing Strategy: Different Beats Best

March 11th, 2020 Posted by brand strategy, change, CMO, Growth, Higher Purpose, Marketing Strategy, Transformation 0 comments on “Marketing Strategy: Different Beats Best”

Category creation is the path to sustainable growth

Emergent has extolled the virtue of category creation as a path to sustainable growth for some time. In essence, we routinely look for ways to dial a client’s brand positioning to the right or left far enough that a new category of one is created.

For the most part we find that food, beverage and lifestyle brands, however, prefer to focus on being better than the competition, or even the best – which is better attired in a nice new suit.

Better is an alluring idea. Brands almost naturally feel drawn to say faster, cheaper, easier, more of this and less of that.

The problem with better is it casts the business in a comparison-anchored fight that never goes away. It gives strength to the competition by keeping them in the conversation and requires routine return visits to make sure the specs are always optimal. In fact, the specs become the defining narrative of the business, a more analytical style of communication that lacks emotional resonance.

A form of polite mudslinging goes on continually as the better or best mantra is applied and justified through ranking of achievements and advantages. Marketers may think that users care most about better, but that’s only because they haven’t given them something different to believe in. At least not yet. 

Are brands merely a list of features and benefits?

  • The primary difference between being brand led versus sales driven begins with recognizing that a strong brand always goes to market with a point of view. The best brands have an opinion that is expressed early and often, and a vision of what the future looks like. Strong brands offer a way forward for their users and help them understand what before and after looks like.

Your brand is ultimately a belief system. In today’s redefined world now founded on substance and authenticity rather than gloss and prestige, belief is the new benefit.

Another way to look at this is the power and importance of different. Superior will lose out to different every time. Emergent’s goal as expert guide is to help marketers define what different looks like and then map how to own it.

Balance sheet challenges aside, the Casper mattress category creation story isn’t really founded on offering a better mattress. They’ve been successful by marketing a point of view and beliefs around better sleep. Their principles and values led to creating a new category and channel for mattress sales that overcame the inability to trial (lay down on) a mattress before purchase.

Your strategic thinking time is best invested looking for powerful ways to be different rather than better or best. Here are four examples of how different can be brought to life.

  1. Create a new category everyone else is blind to

You can choose to play ball outside with competitors, watching their moves and looking for advantages in formulation or superiority in other areas of the category value proposition that people expect. Or you can create a new playing field that’s your very own.

Legacy beauty brands have forever looked at their role as something magical you apply to achieve their definition of beauty. It is created on the surface, on the outside of the user. New more purposeful emerging brands see it differently. They believe beauty comes from inside and operates with a wider lens around wellness. Beauty is achieved through respect for and balance of the mind, body and spirit. This is rich territory to carve a new voice, to change the value proposition and to be different.

Different is easier to remember and gets traction more quickly than better, which always requires some brain taxing analysis to do the math of superiority.

  1. Create a lifestyle brand

Lifestyle brands recognize the role they can play as enablers of consumer passions, and their ability to inspire users to a better quality of life. Lifestyle brands literally insert themselves into important life moments for consumers. These are life events and experiences that mirror the brand’s guiding beliefs and reason for being, which is nearly always attached to a deeper meaning than just the product itself.

Yeti is a super-premium cooler brand that is heavily invested in lifestyle positioning.  The brand is a study in active participation and storytelling around life moments that matter. Its methodology has been expressed on more than one occasion as celebrating “freedom of the human soul in nature.”

Sure, they could devote their marketing energy to technical descriptions and specmanship around the product design. Instead their focus is on the special moments of human relationship bonding on a river at dawn while fly fishing. Is this a prestige sale? $350 or more for a cooler is a leap in price point. No. It is a cult favorite among construction workers because the brand identifies so fully with a life worth living.

  1. Change focus and the conversation

Many brands ill-advisedly devote their marketing plans and tools to revealing themselves to the customer. When you talk continuously about your accolades and advantages, you are expressing who and what you are.

However, brand led businesses on the other hand show their difference by expressing who the customer is and can be. The nuance is showing them how your brand beliefs will change them and improve their lives.

When you talk about yourself, you position the brand as the hero of the story you’re telling. That is upside down and puts the brand in competition with the consumer for the hero role. Users should be the hero of all brand storytelling, with the brand positioned as expert guide, there to help them on the journey and solve problems.

Hotel companies are famous for talking about themselves, the facilities and amenities. The similarity between hotel web sites is striking, as if there were one design firm knocking them off along a cookie-cutter pattern of feature lists. The game to settle who is better or best is played against a backdrop of great-looking pools, spas and culinary offerings.

Then along comes Airbnb. This brand rose above the fray by being different in every way. Here Airbnb inspires a dramatically different picture of what travel is. While hotel companies try to beat the competition with amenities, spacious rooms and gardens, Airbnb turned the industry inside out by being different.

The magic lies in how you travel and what you experience when you’re there. It’s a decidedly human story that builds on the personal adventure you create rather than property specs.

  1. Change the reality

Different can come to life when a brand reframes the long-accepted reality and creates the ‘Oh my God we’ve been doing it wrong all this time’ moment.

Step One Foods in Minneapolis is an early player on this front, pioneering a new category entitled Food-as-Medicine. (Disclosure: Emergent has done some project work with this company). Step One was started by a Cardiologist, Dr. Elizbeth Klodas, who hails from a long line of family bakers.

Dr. Klodas empathetically aligned herself with patients suffering from high cholesterol and the prospect of future heart disease. Dr. Klodas wanted to find a way to improve and change her patients’ lives, not just medicate. Cholesterol lowering drugs, by the way, are the most prescribed medications in America. As is always the case, drug therapies come with side-effects which can be debilitating in their own right.

Dr. Klodas looked at the linkage between food, diet and disease and embarked on a journey to create a food-based solution. Remarkably, she found an effective recipe using real food ingredients in proper proportions to create a line of packaged foods including bars, smoothie mix, oatmeal cereal and other assorted products.

Step One became the first packaged foods company to participate in a double-blind clinical trial of the products, that effectively proved consuming the foods (no other changes to lifestyle required) met or exceeded the cholesterol lowering outcomes achieved by drug therapies, but without the side effects.

Step One has created an ‘OMG we’ve been doing it wrong moment,’ reframing what we know and understand about the role that food can play in addressing disease.

  1. Different is a reframing reality. It is a paradigm shift and as such it flies against the natural tendency to fall into better, best or both.
  2. Different and its cousin new category creation, are pathways to sustainable growth that end the connection to competitive comparison while achieving true separation and distinction.

The question marketers should be asking: can I help make people care about something different that what they prioritize now? The answer is yes, this can be done. Owning different will change the conversation with consumers and usher in an era of brand leadership.

Can we help you identify your path to brand-led strength?  Let’s talk.

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.

Emotion Will Transform Your Business Outcomes

March 3rd, 2020 Posted by brand marketing, Brand preference, brand strategy, change, CMO, Consumer insight, Emotional relevance, Marketing Strategy, storytelling 0 comments on “Emotion Will Transform Your Business Outcomes”

The story of emotional marketing power

Awhile back the largest home safety products company, First Alert, had landed on a household hazard that no one even knew existed. It was the number one cause of accidental poisoning fatalities in America, a threat flying so low under the radar there was near zero measurable public awareness of the peril.

Yet households and families across the country were potential unwitting victims to this insidious threat that, among poison specialists, had acquired the nickname The Great Imitator. First Alert discovered the widespread existence of highly dangerous carbon monoxide (CO) gas, that could be present in homes because it is a natural, common by-product of all fossil fuel combustion. Anywhere a flame exists, carbon monoxide is there with it, released into the atmosphere where people unknowingly consume it through the simple act of breathing.

Most consumers associated carbon monoxide with car exhaust and suicides from distraught people leaving the car engine running with a garage door shut. CO inside the home living space was not understood. By anyone.

Carbon monoxide poisoning earned its Great Imitator title because it is odorless, colorless, tasteless and early poisoning symptoms perfectly mimic the flu. The presence of CO in a home an outcome of malfunctioning heat exchangers or venting in furnace systems, chimney drafts that reverse direction in certain outdoor wind conditions, or appliances like stoves and hot water heaters that when improperly tuned may emit measurable levels of CO into the building.

  • There was no way to detect it, no way to know if the family is being poisoned routinely by the presence of this invisible hazard. Remarkably First Alert had developed new technology that could sense the presence of CO in the household air and designed an alarm product around it.

Thousands of lives were lost every year to carbon monoxide poisoning but the awareness and understanding of this critical, life threatening problem went largely unnoticed. Until…

Changing the future and saving lives

We were hired to help First Alert build a marketplace for the alarm product. How could we possibly succeed with an invisible hazard that no one has any tangible experience with other than the unexplained headaches or nausea that accompanies low level exposure to the poison? CO operates in the lungs to reduce oxygen levels in the blood stream, slowly suffocating a person from the inside out. Even small amounts are highly toxic.

Consumer insight is a powerful tool and we felt strongly consumer research would help us find the right strategic path. Essential to our due diligence and discovery were one-on-one, deep dive conversations with men and women about the hazard. In these meetings we presented a variety of narrative stories that explained the condition and solution.

Some treatments were educational ‘explainer’ concepts that helped people understand the scope of the threat and where CO comes from inside the home. Some approached the story from the poison side, with physicians detailing how CO works to rob the blood of oxygen, eventually leading to unconsciousness and death.

One of the treatments, however, was a real-life story of a family in Maine that lost their teenage daughter to carbon monoxide poisoning inside their home. The story worked to humanize the entire proposition and focus on the loss of a loved one, in a life-ending condition that might have been prevented.

The mother’s heartfelt story was powerful. In fact, the outcomes of the research confirmed categorically that none of the analytical arguments and educational downloads came within a country mile of making an impact on attitude and behavior like the family tragedy, told by parents who were determined to help others understand how they can avoid this fate.

Dawn of ‘The Silent Killer’

We created short, memorable handle for the CO threat that turned its invisibility into a poignant indictment of the household menace. We developed a launch strategy around the family’s gripping story, created an entity called the Carbon Monoxide Information Bureau as a quote-able source, and rallied a team of respected physicians and indoor air quality experts to fill in the details of how CO occurs and what it does to a person exposed.

The Consumer Product Safety Commission in Washington DC made CO poisoning events a priority for their public outreach efforts that credibly affirmed the scope of the problem.

What came next is one of the largest earned media campaigns we ever conducted that blended the family story with information on how people could protect themselves. Chief among the messaging points were medical reports that confirmed children and unborn babies are at greater risk to CO poisoning and could be adversely impacted by smaller amounts of the gas.

Producers at network news and talk shows like NBC Today Show and Good Morning America were genuinely shocked at the revelation, and The Silent Killer story quickly gained national attention and momentum.

Soundbites along with B-roll footage of household hazard conditions went to major market TV newsrooms across the country. First responder fire departments in the top 25 markets were enlisted to weigh in on the conditions and events surrounding CO events in an effort to help people protect themselves and their families.

The First Alert business went from zero to hundreds of millions in CO alarm sales within 15 months of launch. The buyer at Walmart called the new category the ‘Cabbage Patch Doll’ of the hardware department. Local news reported lines outside stores to get the alarms. Thousands of lives were saved, and families protected. Local governments began to weigh in writing Ordinances to require CO alarms in households, while product design created integrated alarms that combined smoke and CO monitoring in one detection unit.

Don’t leave emotion out of your marketing

This was one of the most gratifying marketing and communications experiences in my career for the very reason we were able to save so many lives, while creating a new product category to help prevent a life-threatening hazard that no one can see.

  • Most important was the family who stepped up to help us tell this story out of their personal experience. From a pure communications strategy standpoint, emotion and heart-over-head are directionally vital takeaways to this approach.

People resonate to people. No matter how powerful the facts may be, the analytical evidence of superiority your product may possess, emotional stories of human experience will be more compelling. After all, every consumer is first and foremost a human being and we are simply wired to respond this way.

We can help you harness emotion and craft powerful brand stories that build business.

Want to know more? Let’s talk.

Looking for more food for thought? Subscribe to our blog.

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.

What defines fearless, swing-for-the-fences marketing?

February 11th, 2020 Posted by brand marketing, Brand preference, brand strategy, change, CMO, consumer behavior, Consumer insight, Marketing Strategy 0 comments on “What defines fearless, swing-for-the-fences marketing?”

The recipe for transcendent business growth

What do marketers want to achieve?

  • Sky-rocketing sales
  • A growing legion of enthusiastic brand fans
  • Advancing market share
  • A profitable balance sheet

But what about:

  • Making a difference in customers’ lives
  • Recognition as a brand with a soul, standards and a higher purpose

What stands in the way of achieving these goals? Of course, consumers have to join you fully on the journey. However more often than not, what that journey is, how it’s assembled and executed, plays a significant role in calculating the anticipated outcomes.

The path to marketing success begins with redefining the task at hand and how the consumer can participate. It doesn’t start and end with selling product features and benefits. Rather, it begins with fundamental recognition that human beings are on a life-long hunt for resolution to their external, internal and philosophical problems.

In truth people are not actually buying products; they are attempting to become better versions of themselves.

Swing-for-the-fence marketing is on a mission to create transcendence, recognizing customers are ultimately looking to be:

Wiser

More respected

More valued

Better equipped

Healthier and more physically fit

More accepted and loved

More at peace

Happier and more fulfilled

Summarizing fearless marketing behaviors

Successful brands look beyond the basic functionality, utility and value proposition of the product, to envision how the brand can inspire and improve the customer’s life.

This means defining an aspirational, human quality which resonates with consumers. And further, considering how the brand can help their customers achieve those aspirations.

The best brand building answers the following important questions:

Who does our customer want to become?

What kind of person do they want to be?

What does their aspirational identity look like?

How can we help inspire and enable their goals?

When you reach for a higher purpose and deeper brand meaning, the foundation is set for the kind of marketing that inspires people. They want to be part of something that’s greater than themselves. For brands, the irony of being centered on the customer rather than the brand, is the very thing needed to facilitate what businesses want to achieve – consistent year-on-year growth that provides the grist for a healthy balance sheet. This occurs because your consumer truly opts in, becomes emotionally invested in the brand, and decides to participate.

The marketing fearlessness resides in the intentional vision to go beyond tried and true marketing approaches – to recast what the business is trying to accomplish by redefining its purpose and mission.

This strategic approach puts the brand in league with the consumer and celebrates them as the hero of the storytelling, with the brand operating as the expert guide.

What does this look like in practice?

It’s…

  • The food company that works to inspire home cooks and help them on their creative culinary journey
  • The beverage business that recognizes the consumers longing for improved health and wellbeing
  • The pet food company that fully embraces the emotional relationship and connectivity between the pet parent and pet
  • The technology brand that sees the consumer’s passion for human connection and creative expression
  • The car company that enables the drivers’ quest for adventure and exploration

The opportunities are there when you look past the product and into the aspirations and desires of those you seek to serve.

What adventure can you enable?

What passion can you feed?

This is the right conversation to have at the center of your communications planning and marketing program development.

We can help you navigate this exploration.

Looking for more food for thought? Subscribe to our blog.

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.

 

 

 

 

 

 

 

 

 

The New 5 P’s of CPG Marketing

October 30th, 2019 Posted by Agency Services, brand marketing, change, CMO, Consumer insight, Growth, Higher Purpose, Marketing Strategy, storytelling, Transformation 0 comments on “The New 5 P’s of CPG Marketing”

Planning shifts to a set of consumer-savvy principles

During the old command, control and persuasion era of brand building, the common ground for planning coalesced around the legacy 5 P’s of marketing: product, price, promotion, place and people. Brands took charge of their destiny and managed their future progress mostly with increased advertising spending.

Now, things have dramatically changed.  Technology has:

  • Shifted control of brand engagement to consumers
  • Massively disrupted and reshaped food culture and preferences
  • Knocked down the barriers to entry for new food and beverage ideas
  • Enabled these ideas to rapidly find a market and scale
  • Allowed the small and artisanal to gain traction, and redefine what quality expectation is
  • Empowered people to share experiences and influence the trajectory of business
  • Changed the face of brand communication, now about relevance and deeper meaning
  • Exposed the inauthentic and triggered the move to greater transparency
  • Informed the growth of online communities and the role of credible influence to build trust

Perhaps the most salient example of transformation yet is the landmark 2017 Deloitte and FMI study revealing the disruption of the old taste, price and convenience purchase behavior yardsticks for food and beverage products. These legacy drivers are now eclipsed by a new set of criteria including health and wellness, transparency, visibility to the supply chain and food safety.

The primary conclusion from all of this – is the rise of consumer-centric planning based on recognition that future growth is shaped by a brand’s ability to create and hold alignment with the needs, interests, desires and concerns of their core users. For the most part, the original 5 P’s were inwardly focused on the company’s products and self-directed decisions. Now the move to consumer control requires a more enlightened view of strategic plans founded on up-close customer insight.

Here are the new 5 P’s of marketing planning:

Engagement has moved beyond the product to include other important areas of value and meaning to people.

  1. Purpose

Purchases are now symbolic of what consumers want the world to believe they think is important. Thus shared values have surfaced as a core tenet in brand preference and the consumer’s willingness to engage rather than avoid marketing outreach. Purpose isn’t philanthropy. Consumers want to attach themselves to brands that carry deeper meaning and intentionally build their business around a higher purpose that rises above transactions – focused on authentically improving the consumer’s life and the world around us.

  1. Pride

People want to be inspired by use of the brand. Purchases are not secured through analytical arguments and fact-based selling of yore. Today’ consumers arrive at their decisions from the heart not the head, based on a feeling they have in the presence of the brand. Inspiration, aspiration, desire, impact and purpose form the recipe for baking the emotional attachment people have with the brands that matter to them.

  1. Partnership

If brands now exist to improve the lives of their users and become an enabler of their aspirations, then this less self-centered approach automatically requires a measure of authentic partnership between the players. How do genuine partners operate? Reciprocity today is an important component in how brands and consumers interact with each other. As a true lifestyle partner, brands can operate as coaches and guides on the path to a healthier, happier life that people aspire to lead.

  1. Protection

Brand relationships must be built on a foundation of belief and trust. These qualities now are earned through experience and verified by sources and voices people trust. Consumers want to feel secure in the knowledge that favored brands will always have their best interests and safety at heart, and will not put them at risk either through degradations of standards or processes that put the company’s self-interest above their own.

  1. Personalization

We are awash in data about the preferences and interests of users. Brands know more about consumer preference than ever before, ushering in a new era of customization. Product offers can be tailored to the consumer’s specific needs and interests. How this condition manifests will be a key component in strategic planning in the years ahead. People will come to expect that brands understand who they are, what they care about and will deliver products that meet those needs.

Bernadette Jiwa, one of our most literate and erudite marketing minds, has an uncanny ability to distill transformative change into its most fundamental elements. Here’s how she recently expressed the relationship between brands and consumers:

“Most marketing makes the company the hero.

Most companies go to great lengths to prove that their product is better.

Most marketers’ main aim is to close the sale.

The most effective marketing makes the customer the hero.

Beloved brands show people who they can become in the presence of their product. 

The best marketers give people something to believe in, not just something to buy.”

Increasingly brand relationships are taking on the characteristics of human friendships where honesty, openness and trust are paramount. The great news in all of this is the potential reward of curating tribes of believers who “join” the brand not as buyers but as fans and followers.

Most exciting is the depth and breadth of “voice” brands can earn by moving from source of product to resource and partner. We’re no longer dependent on the artifice of paid cinematic style advertainment to encounter, inform and converse with our best customers. Instead, we now have the freedom to engage with them genuinely…authentically…you know, like people.

Looking for more food for thought? Subscribe to our blog.

Bob Wheatley is the CEO of Chicago-based Emergent, the healthy living agency. Emergent provides integrated brand strategy, communications and insight solutions to national food, beverage, home and lifestyle companies. Emergent’s unique and proprietary transformation and growth focus helps organizations navigate, engage and leverage consumers’ desire for higher quality, healthier product or service experiences that mirror their desire for higher quality lifestyles. For more information, contact Bob@Emergent-Comm.com and follow on Twitter @BobWheatley.

 

 

 

 

 

 

 

Shared Values Signal Purchase Intent

September 14th, 2019 Posted by brand marketing, brand strategy, change, Consumer insight, Emotional relevance, Marketing Strategy, storytelling 0 comments on “Shared Values Signal Purchase Intent”

Are you speaking clearly or in Morse Code?

During World War II and prior to the U.S. entering the war, the British government working feverishly to counteract the devastating German Blitzkrieg, authorized the launch of a spy network intended to sabotage the Nazi war infrastructure. It was called the Special Operations Executive (SOE) and began training ordinary people with a passion for country and duty to become spies and saboteurs. Their principle form of communication would be Morse Code. The objective to avoid detection while operating behind enemy lines.

The cinematic stories of heroism and sacrifice are legion as SOE undertook its desperate calling to disrupt – by blowing up trains and power stations, often while hiding in plain sight. These days some brand communication starts to feel a bit like spy-savvy Morse Code. Businesses can find it hard to step away from internally-focused, self-reverential monologues and ‘us-speak’ to, instead, talk plainly and directly with people about what THEY care about. Conversation not code.

It was strong beliefs and shared values that underscored the passions and bravery of SOE operatives that drove their communication. Those same characteristics, passion of shared interests, values and connection, now mark the attitudinal changes governing how people interact with brands and make purchase decisions.

Consumer behavior research over the last five years has monitored the change to what we call ‘symbolic purchase’. As beliefs and values increasingly shape popular culture and thinking, we observe that people use their purchases to flag to others who they are and what they care about. Purchases have become posters of personal expression and are largely emblematic demonstrations people believe will telegraph to everyone what they think is important. Not in Morse Code but in real, observable terms.

What Are Your Values and Are They Aligned with your desired consumers?

You may have detected the increased importance of shared values in how consumers decide what brands and businesses matter enough to them to be granted a small portion of brain time, consideration and wallet. For many years, marketers were preoccupied with efforts to convey their, hopefully, superior product features and benefits in the firm belief that logic and rational arguments would hold sway. After all, it’s 25 percent faster than the other leading brand, right?

People have evolved, and our insight optics have improved. We know that humans are driven by heart-over-head – and that all purchases are influenced through emotional connectivity. Indeed, it is the absence of genuine connection that sits at the foundation of why some brands struggle to truly engage their customers.

This isn’t, by the way, a discussion of new media channels or digital platforms, mostly social, as a means to secure the engagement sweet spot. Failure to nail relevance can be traced back to overlooking a prerequisite to correctly mine the consumers’ continual search for deeper meaning.

What your brand says, does, how it behaves and the many signals it broadcasts (some intentional and some simply reflected by actions – which always speak louder than words) either reveals shared values or it doesn’t. And as such, it will resonate and motivate people to want to interact with and purchase your brand or it won’t. This is in some ways a character issue more so than about deploying clever words and phrases.

Here’s the LitmusTest:

What do your best customers care about? And that question is not a request for evaluation of your features and benefits!

  • How do they live?
  • What do they struggle with?
  • What are their aspirations and dreams?
  • What are their concerns, wants and wishes?
  • How is your brand and business an enabler and partner in making their lives better and answering their desire for deeper meaning?

In our increasingly cynical society people have become less trusting and more skeptical. The Internet amplifies this by illuminating every misstep, mistake, scandal and recall to a replay-able loop-tape of evidence that businesses tend to look after their own self-interest. In response to this, consumers yearn to connect with brands that are built around a higher purpose, a shared value system and, frankly, a “soul” that transcends commerce.

Mining the Treasure Trove of Engagement

What an amazing opportunity for the more enlightened brand-minders who can blaze a trail to long-term connection with their users. How can we create marketing that people actually want and seek out rather than work to avoid? Having the courage to disconnect the hard-sell and instead, start talking with consumers about their interests and needs is the starting line for deeper connection.

  • For example: When the pet food company recognizes it’s not in the kibble business but in the pet care relationship and guidance business, you begin to see how the brand voice should evolve and how a bond can be nurtured. How exciting to be forging connections and conversations around the lifestyle people seek out with their four-legged family members. The specific quality of nutrition and ingredients doesn’t become unimportant. Rather, it’s what chin do you lead with – protein percentages or health and wellbeing? It’s the latter.

The great news here is the treasure trove of content engagement opportunities that can be created with an audience on the hunt for a steady diet of this material.

What is the Main Goal of Marketing?

If you simmer everything down to its core essence, the mission of marketing is trust creation. We have ample evidence that trust is an elusive commodity. It’s hard to secure it and even harder to keep it.

Trust development cannot just be a “strategy” in the marketing plan. It is an outcome of the very belief system and values we’ve been talking about here. There’s no ‘fake it till you make it’ in the trust curation department.

  • The heroic performances of SOE recruits was delivered through an out-sized commitment to their mission and higher purpose. Their calling serves as a stunning example of what’s possible when more is going on than just seeking transactions.

The irony here, is the less selfish aspects of caring about the health and wellbeing of customers and contributing to achieving their life goals, in fact, feeds the relationship that leads to transactions. Fearlessly leaning into the understanding that shared values precedes the creation of any type of affinity or loyalty.  The honest development of a real bond and relationship is where all of this begins.

One of the most exciting aspects of our work at Emergent is when a client looks for guidance in this very arena and we have the extraordinary privilege of helping define what that higher purpose looks like and how it can become an anchor for business and marketing strategy.

What’s the definition of a really big idea? It’s an idea that you can immediately, obviously see how it will impact the behavior of the organization from top to bottom. The beauty of landing on this understanding is the refreshing clarity it delivers to every decision around product, innovation, organization, people and very importantly, marketing that works.

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Bob Wheatley is the CEO of Chicago-based Emergent, the healthy living agency. Emergent provides integrated brand strategy, communications and insight solutions to national food, beverage, home and lifestyle companies. Emergent’s unique and proprietary transformation and growth focus helps organizations navigate, engage and leverage consumers’ desire for higher quality, healthier product or service experiences that mirror their desire for higher quality lifestyles. For more information, contact Bob@Emergent-Comm.com and follow on Twitter @BobWheatley.

 

 

 

 

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