Posts in Transformation

Verification and validation may be the strongest marketing strategies yet

March 6th, 2019 Posted by brand marketing, Brand preference, brand strategy, Emotional relevance, Higher Purpose, Insight, Transformation, Transparency, Uncategorized, Validation 0 comments on “Verification and validation may be the strongest marketing strategies yet”

Transparency advances to gold standard for successful brand building

The value proposition of verified truth and honesty is rapidly turning into the foundation of strong marketing strategy in an era where consumers, starved of trust and belief, impose change on how brand relationships are built.

We’ve lost the signals of credibility.

Some time ago we reported on the impact of digital conditions in the marketplace and instantaneous access to anything you want to know. This manifests as ‘anything that can be known will be known’ – hence every company now resides in a glass house. This is an outcome of pervasive social and digital communication and dramatically increased scrutiny of how brands and businesses operate. Daily we are confronted with outed fraudulent practices, misinformation and less than genuine product representations, mislabeling, omissions, recalls, investigations, misrepresentations of fact, even indictments — all while messaging perceived as self-reverential brand apple-polishing and brimming with marketing hyperbole falls increasingly on deaf ears.

Toss into this milieu, everyone with a device is now a content creator…and not all content creators (or their motives) are created equally. Today’s digital platforms foster an environment where opinions look like news to our always scanning eye. And those who opine may not be professionally trained, held to or bound by time-honored journalistic practices which have protected the word-consuming public. John Kass, columnist at the Chicago Tribune recently lamented the rush-to-support style of reporting in the Jussie Smollett debacle as evidence of how journalism standards remain vital. He urged reporters to revisit the old but wise axiom of “if your mother loves you, check it out.”

Brand trust heads south.

An outcome of fractures in belief and trust is a shift away from marketing’s traditional tactic of attempted ‘persuasion.’ In this environment, when assertion-based claims are deployed it can breed further contempt. People aren’t buying any of it.

The unintended consequence of always on 24/7 availability of everything about everyone is the rapid spread of information chronicling corporate misfires. The steady drumbeat of ‘caught in the act’ misdeeds subtracts from the consumer’s willingness to trust any voice driven by a profit motive.

  1. In a recent global research study of some 350,000 consumers HAVAS advertising found that consumers would not shed a tear if 77% of the world’s brands were to disappear. So much for the millions invested in building brand equity. If the brand becomes a less relevant commodity in the consumer’s eyes, there’s no deeper meaning or relationship there to be had.

 

  1. Further 58% of advertising and promotion for the world’s 1,800 leading brands is seen as irrelevant. If the communication isn’t constructed around what’s important to the consumer, and is more about the brand’s self-reverential promotion, the disconnect is already embedded in the communications strategy.

 

  1. Of note, brands that are considered truly meaningful to people soared over other businesses on overall impression, purchase intent, advocacy and justification for premium pricing. Meaning, values and purpose are fundamental to earning permission for a relationship. Does a brand have a soul? Apparently one is needed. Those without risk dying on the shelf.

The study concludes: usefulness and delivering on what you say you are may be more important than anything else. What does that tell you? Demonstratingcredibility and taking actions to earn trust are prerequisites to engagement. Transparency is an important path to proven authenticity and belief.

  • The value proposition for truth and honesty goes up daily in proportion to the growing weariness over evidence that some brands operate selfishly at best and dishonestly at worst. What consumers want are brands that listen; that make a priority of working overtime to be relevant and engaged in their lifestyle aspirations. Consumers are resonating to brands that have a soul, stand for something greater than themselves, and see the value of integrity standards and faithfulness to more human values.

There’s equity and opportunity in operating openly. What does the alchemy of advantage look like when the formerly powerful rules of brand command and control that once governed how to go to market no longer apply?

Credible proof in the form of verified and validated claims

Several years ago we were helping a client (Schuman Cheese) in the cheese industry to mitigate rampant fraud, adulteration and mislabeling in their category. A significant percentage of the Italian cheese business in the U.S. was adulterated with lesser ingredients to protect profit margins. To help solve the challenge, we developed and launched the first trust mark in the cheese industry. The True Cheese seal we created would appear on product packaging to signal the product inside meets or exceeds the standard of identify for the type of cheese, and that the ingredient label is indeed truthful.

Outside testing of products bearing the seal would be done randomly and unannounced by sampling retail products from store shelves – the same products consumers buy. Tests performed by a respected outside third-party laboratory confirmed adherence to the code of Federal regulation and findings were published.

When we launched it was a big media story – about fake Parmesan cheese – that went viral in 72 hours and got sufficient traction in popular culture to prompt the Late Show with Stephen Colbert to feature an entire segment on the adulterated Parmesan cheese development.

Important to note that retailers resonated to the verified trust approach and believed they were better off to stock the real thing than take chances with something that might not be.

What’s the story you’re telling?

Consumers want the truth but understandably are reticent to accept company assertions at face value. Hence the incredible surge of interest in Transparency.

Being transparent means you allow consumers to observe for themselves what goes on behind the corporate curtain in product creation and ingredient sourcing.

Trust marks and seals are shorthand for validation. Standards and testing organizations like NSF.org are gaining traction as companies in food, beverage and lifestyle categories increasingly look for ways to credibly prove the quality story embedded in their products.

Recently Organic Valley and Maple Hill jointly announced the “Certified Grass-Fed Organic Livestock Program” to address misleading labeling in the grass-fed dairy products marketplace. The program, unlike others in the organic category, requires a full supply chain verification before qualifying to use the mark.

The strategic linkage in these validation programs and others we predict will come, is recognition that trust is vital to consumers and that assertions aren’t good enough to secure belief. Transparency’s call for openness and clarity, for access and demonstration to be brought to life through various techniques aimed at letting consumers, experts and media in the tent to see for themselves what brands hope they will recognize as truth.

Blockchain to digitize honesty

Perhaps the most significant development to come in the quest for verifiable trust is the advancement of digital solutions that are essentially tamperproof. Blockchain’s great promise is digital ledgers and contracts supported by the deployment of sensors and scanners — and backed by algorithms that monitor and validate every step from the soil to the store. Truth tech that will prove the tomato’s organic and heirloom heritage, its cultivation and harvest, its safe handling and freshness from the ground to store shelf.

Imagine the marketing opportunity that awaits for digitally verified trust… Emergent is following the development of Blockchain technology and is studying its evolution as we seek to stay ahead of Transparency strategies for our clients.

Where are you on the curve to provide these proof points in your marketing strategy?

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.

 

 

 

Tipping the Scale on Emerging Brand Growth

July 12th, 2018 Posted by Agency Services, brand marketing, brand strategy, CMO, Consumer insight, Content Marketing, Emerging brands, food retail strategy, Food Trend, Navigation, Transformation 0 comments on “Tipping the Scale on Emerging Brand Growth”

Writing the new rules of successful marketing

Recently Emergent became an active Mentor partner with the Food Marketing Institute’s Emerge platform. FMI, under the leadership of Julie Pryor and Margaret Core, has created Emerge to help nurture the increasingly important population of up and coming food and beverage brands. These growing businesses are gaining attention of the food buying public and occupy an ever more significant proportion of in-store real estate at food retail.

This new world of emerging brands is evidence of a dramatic shift in consumer preferences for food choices with a creation story founded in higher quality, more artisanal and sustainable attributes. These businesses are often married to a higher purpose that transcends commerce; a purpose aimed at improving the food supply, sustainable farming, battling hunger or some other altruistic commitment that imbues the business with greater meaning.

For our part, we enter the FMI Emerge relationship as Mentors – a resource that new and emerging brands most likely would not have access to until later in their development. The goal is to help scale these businesses more rapidly while avoiding some of the mistakes that can occur early in the fundamentals around marketing, packaging, distribution and channel decisions or innovation.

Reengineering of the food and beverage business

The emerging brand growth engine has attracted the interest of private equity investment and large cap CPG looking to participate in this unique, culturally relevant space. Additionally, retailers interested in leveraging this wave must adopt a new set of best practices to help support these new brands that don’t come to the table with deep-pocket promotion and brand-building budgets.

As the pendulum swings towards marketplace reward for the more entrepreneurial food brand business – where everything about their origins and path follows the beat of a different drummer than legacy CPG food brands – NEW marketing rules must also be considered and executed with commitment to maintain the specialness of these businesses.

What remains true for all participants is an interest in scale. But not scale at any cost. Great care must be exercised in building these brands to make successful expansion a reality in a shorter time span. Wrong moves can violate the very principles that sit underneath why these emerging products got traction in the first place.

Application of old-school marketing technique and thinking can interrupt and disrupt the very important reasons why consumers prefer these up and comers. It’s critical that entrepreneurs maintain the artisanal characteristics of their products which is the very reason consumers are attracted to them in their ongoing treasure hunt for new and more interesting, real food experiences.

What’s changed?

To uncover the right formula for growth, it only makes sense to understand the context that makes these businesses relevant and important to the future of the food and beverage business.

Perhaps fundamental here, is the influence of food culture cues on consumer behavior. At one time taste, price and convenience held sway in defining what consumers want. While taste remains an arbiter of anything that ultimately succeeds, other issues command consumer attention and help pull the purchase lever.

Consumers now look for cultural symbols and lifestyle relevance in the food and beverages they buy for the very reason they believe that higher quality choices help them secure a higher quality life.

Here in sum are some few of the evolutionary changes taking place which these new brands are tapping into:

  • People see food differently: higher quality, real and fresh food = higher quality and healthier lifestyle
  • Cultural markers are advancing around health and wellness, clean eating and cleaner labels, shorter ingredient lists, local sourcing, visibility to supply chain, more unique flavor profiles, even fresh versions of previously processed food ideas
  • The pace of innovation and development of new food ideas has made a quantum leap– from concept to beloved at speed — witness Ripple pea milk and Beyond Meat
  • Radical Innovation = new category creation – this is no longer a story built around line extensions of a legacy brand. Wholesale new categories and reinventions of existing ones are becoming the norm
  • Embracing small-is-good – big used to be reliable, trusted and consistent. Now craftsmanship, ingredient integrity and more culinary-inspired solutions hold sway. Smaller often translates as better quality
  • Mission mentality – what used to be understood as philanthropy has changed to represent a core belief imbedded at the onset of product development that then stretches beyond the product. It is most often anchored in a mission aimed at improving the world around us. Food brands with a true soul, if you will

Mentoring new brands

Perhaps most evident in early stages of emerging brand development are resource constraints that make optimal investments in marketing more difficult.

Yet, it also remains true that superior product experience is most vital to initial sales outcomes. The product itself is the marketing in this respect, and relies heavily on the creation story, higher quality components and more unique formulations to gain ground. Nevertheless, scale is a desired outcome for all involved and thus brand marketing will inevitably become a catalyst.

Challenges for new brands trying to scale:

  • Lack of internal seasoned marketing talent
  • Early mistakes and missteps in packaging, pricing, distribution (channel choice)
  • Inability to fully leverage differentiation in crowded product categories
  • Little to no investments in consumer insight that informs, adds relevance to the story and dials in the messaging
  • Loose, patchwork sales infrastructure
  • Supply chain inefficiencies that layer on cost and depress the ability to invest in consumer-facing communication

These conditions make intermediaries like FMI Emerge so important in growth and development. Larger CPGs and equity investors alike would also benefit from making contributions and resource investments in emerging brands that extend beyond sales and distribution infrastructure.

Emergent: The Bridge to Scale

Our agency, Emergent, is focused on these developing brand opportunities because we believe this is the future of the food and beverage industry, and so we have an obligation to support and address the need for scale on a more rapid trajectory.

To do this we help food, beverage and lifestyle brands successfully navigate the sea change from interruption style, talk-at marketing and communications to a more healthy lifestyle relevant and participatory model.

Here are some examples of appropriate guidance we make to emerging brands and CPGs working to help accelerate the pace of growth:

  • Insight research on core user lifestyle, message testing, innovation assessments
  • Wringing out inefficiencies in cost structures (supply chain) to help fund marketing
  • Improved package design and communication; telegraphing from the shelf
  • More strategic, consumer/lifestyle-relevant earned, owned and social communications assets and programs
  • Developing novel trial-generating programs and product demonstrations

In the end, our offer is a team of experienced marketing, communications and operations talent focused on the unique needs of emerging brands. We eat, live and think Emergent. Our goal with FMI Emerge is to help provide this guidance while the industry continues to transform.

Are you ready?

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.

 

How to get the very best from your agency partners

April 27th, 2018 Posted by Agency Services, CMO, Emergent Column, Insight, storytelling, Transformation 0 comments on “How to get the very best from your agency partners”

What do good clients do?

Marketing isn’t easy. It’s tough and intellectually demanding. It requires an integrated understanding of product and brand strategy, coalesced with consumer insight and served in a warm basket of relevant creative, business-building solutions.

  • There’s really no way to do this well without both parties getting deeply involved in the work.

Unless of course, the goal is just to mark time and fill slots for a la carte communications tactics across a spectrum of expected “support tools” identified in a marketing plan.

On the other hand, if the goal of engaging an agency in the first place is transformative business results then the aforementioned collaborative effort is mission critical.

So what’s the alchemy that governs whether or not this kind of client/agency collaborative thinking occurs? What’s required in the relationship dynamic that makes for fertile ground in delivering out-sized outcomes?

Here it is, in a word: partnership. The truly successful agency and client relationships perform optimally because of aligned interests and goals. But what does that word partner really mean?

  • It begins as a unique way of thinking and behaving with your agency allies that springs from a foundation of trust and inclusion: “yes, we’re in this together.”

For context you can look at the flip side. The opposite of partner might be vendor: an outside supplier cost center to be managed and controlled; confined to a set of stay-in-your-lane guardrails and vertical silo thinking. A fulfillment cog in the marketing wheel to deliver a communications tactic, be it PR, advertising, social media, content or the like. Absence of genuine client/agency trust equates to “relationships” that are governed financially with one-sided agendas (spend as little as possible) and keeping agencies at a ‘do your job’ distance.

The true value of an agency partner

Good agencies are an amalgam of consultant and guide, business strategist, creative thinker, an outside resource devoted to marketing, strategy and communication across a spectrum of businesses and categories.

Better firms are also an elite think tank of communication insight experts. The best of them see a client’s business challenges holistically and not just as a place to apply artistic skill sets in creating engaging campaigns – as if the goal of the ad agency is just making another ad, or the PR firm slating another media interview – rather than their full engagement in creating a strategic solution to address the client’s need or problem in whatever form that might take.

But to really gain the most of a mutual investment, a relationship a true partnership must be symbiotic, with shared wins and benefits.

What do agencies want?

  • Clients that bring them all the way in and share every relevant detail of how their business operates and the challenges they face. Thus, providing enough visibility to information so an agency can truly serve as a trusted and entrusted advisor.
  • Clients should openly ask for counsel, both informative and challenging. Those who overtly say – “we want your best advice, your best ideas at all times. We want your honesty, too, when you think we’re not making a good decision.”
  • Clients who recognize that agencies are businesses too, and deserve to make a reasonable profit from the relationship. This manifests usually as a declaration from the client early in a new assignment: “we want our account to be a profitable one in your company and in return we ask for the very best of your experienced minds engaged to help meet our business goals and solve our problems.”
  • Clients who routinely ask their agencies to weigh in on challenging issues whether they be operational, R&D, cultural, financial or marketing; these are the very best clients because it’s so exceptional when it happens. These clients recognize the breadth, experience and value of agencies that often come equipped with prior experience where similar challenges have been solved successfully. Music to agency ears is the sweet song of trust and respect these requests imply.

Agency obligations

Superior athletes reach for the very best every time they take the field. So, too, agencies have to bring their “A” game everyday. There’s no way to do that unless you become invested in and are passionate about the client’s business. If the agency is operating with the client’s needs and best interests in mind, this will be evident in the daily effort, responsiveness and program outcomes.

  • If the agency sees client work simply as a financial management proposition, then the focus will be on deliverables within budgets, management of staff time to this agenda, and a quick move to ring the alarm bell if work goes out of scope. Nothing wrong with disciplined business management, but if the culture is primarily about managing for profit rather than adding value to the client relationship, the former will subtract from the latter.
  • So for agencies, the partnership begins with making the client’s business a continuing, ongoing study: evaluating and tracking the competitive environment, trade media, and other sources of business intelligence. The more you know the better this gets. It’s as if the client’s business is your own and thus worthy of the attention this priority will receive.
  • This ongoing commitment should be delivered in an envelope of respect for the superior knowledge clients possess of their own business. At times, in the name of leadership, agencies can get off track into “my way” land, based on we-know-best thinking. This form of arrogance usually ends in disintegration of trust and has no place in the mutual respect universe. Disagreement is ok and expected. Brinksmanship, though, is no way to build a mutually beneficial relationship.

Humanity – the glue that binds

When there’s belief that people from both camps are operating in mutual best interest, then agency and client combinations will work optimally. Whether we choose to acknowledge it or not, business decisions are made emotionally not rationally. It is the human condition.

We sense almost immediately when people are genuine, when we like each other, when we’re being honest and open. Life is short, and thus fit and chemistry matter. The kind of fit that occurs when people think highly of each other and actively work to see things from the other’s point of view.

So optimally, a good dose of values, integrity and empathy becomes the daily vitamin all involved in the client/agency partnership ingest to keep the mission focused on success all the way round.

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.

Part 2: Orchestrating the new 360-degree brand building solution

November 16th, 2017 Posted by Agency Services, brand marketing, CMO, Digital marketing, Integrated Communications, Marketing Strategy, Public Relations, Transformation 0 comments on “Part 2: Orchestrating the new 360-degree brand building solution”

How integrated communications planning operates

Marketing is no longer a department. Every aspect of how an organization collectively sees itself, thinks and behaves impacts their ability to get and retain customers. As consumers gained control in their relationship with brands, and cultural shifts placed more importance on brand integrity, transparency and beliefs, a new marketing model has evolved with it.

Now, a more holistic and comprehensive approach to business growth and development is required. In today’s consumer-driven climate, an organization’s higher purpose matters at least as much as the quality and benefits of the product itself. The entire ecosystem of business strategy to brand communication and experience must be optimized for relevance and resonance to consumer interests and needs.

Moreover, placing the consumer at the center of business strategy means that every aspect of how the company operates, creates products, sources its ingredients, behaves in the marketplace, and communicates, must be adjusted to align with how consumers’ lives can be improved through relevant brand touchpoints.

In this article we detail the eight elements of effective planning and communication in the age of consumer control. Together these ingredients form the recipe for brand-to-consumer engagement, conversation and mattering.

1. Business analysis linked to higher purpose guidance

We have entered a new era where company behaviors, as well as the DNA and creation of the product itself, is more directly impacting business growth outcomes. As a result, the client and agency team must collaborate to help guide business strategy, considering that all aspects of how a company operates will inform marketing results. Marketing and Communications simply cannot be isolated from the rest of the business plan – or brought in later to “ice the cake.”

The marketing ecosystem partners must be able to evaluate and bring context to operations, product creation and innovation, brand strategy, consumer insight and relevance. Equally important is providing strategic guidance on establishing the company’s mission and higher purpose. It is higher purpose – a real human-relevant mission that goes above and beyond the commercial intent of commerce – that becomes the blueprint to direct all aspects of business and go-to-market planning.

2. Importance of insight research and message testing

How can you possibly expect to support consumer aspirations if you haven’t peeled the onion to get as close to customer lifestyles as possible – and we’re not talking just about purchase behaviors. What’s going on in your core users’ lives? What do they want, care about, or dream of? How do you answer the call to deep understanding of what they value? How do you know what will resonate unless you pressure test the various ways to present a brand’s bona fides in relation to your customers’ specific needs?

3. Multi-channel outreach strategies

Mass media is gone. The ability to aggregate eyeballs went with it. Communication today is more narrowly focused on engagement in smaller communities where consumers participate, typically online or via experiential. So now, the portfolio of communications tactics must build from a seamless integration of medium and message in social, content, earned and paid, dialed into platforms and communities where potential fans and ambassadors reside.

It’s here where we find one of the strongest cases for higher purpose strategy. To the extent a brand is able to marry itself to a consumer passion point and become an enabler of it, the door opens to defining where the brand can participate and contribute in relevant ways. This is what Clif Bar® brand does as a focused supporter of outdoor adventure sports enthusiasts, or what Bosch home appliances does to inspire and enable culinary passions of home chefs.

4. The fundamental aspects of emotion and meaningfulness

Analytical, fact-based outreach is not respectful of the human condition. We are emotion-based beings and respond accordingly. There’s more intrinsic power in emotional forms of connection than will ever exist in messaging that’s a rational recap of data, facts and figures.

The human brain isn’t wired for this kind of disciplined analysis outside of the classroom. People care about their relationships, values, meaning, purpose and beliefs. Want to build a closer rapport with consumers? Then imbue your brand with greater meaning for your customer, beyond the product itself.

Video, by definition, is an emotionally-evocative medium. Stories of personal experience and transformation can be powerful in reaching people’s hearts – where the action really is.

It probably bears mentioning here that purchases are actually symbolic gestures – a demonstration telegraphing what purchasers want the world to believe about them and their values. So, aligning the brand with cultural cues for consumers to gravitate to is mission critical.

5. The importance of disruption and differentiation

“Similar” and “familiar” are two words that consumers typically use to define the competitive set in most product categories. The messaging around a product’s technical distinctions are often comparable from one brand to another; reflecting the sameness in formulas, recipes and ingredient decks. Packaging formats are often similar among competitors, as is messaging.

In many cases you can exchange brand names between competitors at the shelf and the stories are relatively interchangeable. Pet foods are a textbook example of sameness in how brands present themselves and their nutritional story.

Uniqueness often requires disruption (challenger brand thinking) of category norms and accepted traditions. Doing the unexpected and purposefully violating category conventions are vital to standing out. With so many voices vying for attention, different truly matters. Ownable distinctions remain the Holy Grail – especially in commodity businesses. Increasingly important are consumer- and culturally-relevant cues speaking to their desires for authenticity, company standards and real food ingredients.

  • We helped a client of ours, Schuman Cheese, create the first and only trust mark in their category, a seal that independently verifies product authenticity and integrity. (Research confirms that honesty and truth count towards brand preference).

6. The power of social proof

The voice of the satisfied user is the most powerful form of marketing. Building and investing in communities of brand/product fans is a precursor to facilitating their engagement, reviews and endorsements. Their voices are far more credible than anything a brand can construct on its own.

Helping consumers tell their stories and share their experiences is the most important path to cultivating word of mouth, a form of user-generated communication that breathes truth because it comes from the hearts and mind of people without profit motive.

Far too often, we find brands engaged in social channels with self-promotional content. Social is first about conversation and second about sharing. Content that is intrinsically valuable and useful to the brand fan community is vital to securing their attention. Creating the opportunities for fans to build and share their own content is integral to creating the proof of benefit brand stewards covet.

7. Relevance is the precursor to engagement

Understanding core consumer wants, wishes, dreams and concerns will direct the creative inspiration needed to build branded content that is worthy of consumer consumption. People care about their own lives and interests first. Brands that become a reflecting pool of the users’ interests and desires put themselves in a position to earn their attention, trust and even loyalty.

Far too many marketing campaigns are self-reverential, self-promotional efforts designed to present product features, benefits and technology achievements. While this information will always remain of note, it cannot be the first consideration in how stories are constructed.

Yeti® brand builds video stories of adventures and experiences with real people who fish and hunt. Is it focused on their cooling tech? No. It’s focused on the users and their stories. This less transactional, less selfish form of outreach is the path to creating lasting relationships.

Brands are built now on the basis of their ability to gain trust. And trust, at its core, is founded on providing lifestyle help rather than product hype. When looking for brand recommendations, people believe friends and family first as we fundamentally think they have our best interests at heart, and will be honest. Companies that respect this more empathetic form of relationship building will prevail in the marketplace – because they are able to earn and retain trust.

8. The most under-leveraged marketing asset of all: employees

Marketing is often so pre-occupied with product packaging, presentation and in-market support aimed at the end consumer, that another equally important stakeholder audience gets the back seat. Or in some cases, no seat.

Employees are one of the most import assets a brand can deploy in the marketplace. Their passion and enthusiasm underneath an organization’s mission and higher purpose can be an essential building block of belief.

How an organization views this audience – as a partner or a cost to be managed – will impact marketplace performance. If you equip employees with the brand’s tellable tale and provide opportunities for them to engage people beyond the office walls, you’re able to leverage a dedicated, enthusiastic and credible population of ambassadors.

Bring them into social channel platforms as content co-creators. Provide the tools, resources and training to tell stories that underscore the company’s commitment to higher standards, integrity, assurances of quality and the lengths the organization will go to hear and be responsive to users.

Integration forms the backbone for brand success!

Each of these steps and tools form the basis of integrated thinking – from aligning business strategy to higher purpose, to building consumer relevance in every aspect of brand communication – delivering a 360-degree, holistic answer to real integrated marketing.

This method respects the need to bring symmetry and synergy to all areas of company operations, behaviors and communication in service of the consumer. When this happens, trust breaks out because the consumer is, indeed, at the center of the company’s effort and the conversation.

Ironically, this approach will create improved business results, more so than the typical path of looking at consumers as “targets” for marketing to persuade.

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.

Elevated food experiences

Emergence of The New Wholesome Life

September 11th, 2017 Posted by brand marketing, Brand preference, consumer behavior, Culinary inspiration, Food service, Food Trend, Healthy Living, Retail brand building, Transformation 0 comments on “Emergence of The New Wholesome Life”

Food consumption is going home.

The latest consumer survey report from Benenson Strategy Group (BSG) nailed the shift we’ve seen emerge recently: Seventy-seven percent of consumers “almost always” prefer a home-cooked meal rather than a restaurant option. According to the survey, twice as many consumers routinely eat home cooked rather than restaurant food.

It’s a significant change to be sure. We’ve watched the annual creep of food service spending for years as home food consumption lost ground. Consumers seemed content to abandon the kitchen in favor of outsourced meals. All those pots and pans sitting in the cabinet gathering dust as people often favored ‘do it for me’ —especially in the growing fast casual sector.

Well, not anymore.

A kitchen renaissance is in full swing as mealtime moves home and consumers increasingly look for food preparation ideas and menus they can do themselves. From scratch cooking to meal kits and supermarket prepared foods, it’s a mélange of everything. From full-on culinary exploration to time-sensitive partial prep solutions featuring fresh, often farm sourced meal kit menus — all are unfolding in the home kitchen.

So what happened?

We call it emergence of The Wholesome Life — an overwhelming desire for control and authorship over higher quality food experiences. At the crux of this change is a realization that consumers care deeply about managing freshness, ingredient decisions and using foods they believe are simple, clean and less processed.

Consumers, by the way, defined clean eating in the study as:

  • Free from pesticides – 63%
  • Free from added hormones – 49%
  • Food that is all natural – 47%
  • With no added sugars – 38%

Food Navigator’s coverage of BSG’s study outcomes described this in cultural terms as “a desire to eat fresh, wholesome and ingredients they (consumers) can both pronounce and customize to fit their unique dietary needs.” BSG Partner and survey author Danny Franklin reports a rapid climb in interest for “greater control, greater transparency and a greater perception of authenticity.”

Also at work here: realizing and preserving the emotionally-satisfying experiences of serving loved ones and maintaining (and honoring) family time. Right along side the relationship-burnishing benefits runs the passion for a healthier lifestyle, aided to a great extent by higher quality, real food options now prepared at home.

Home is indeed where the heart (and palate) is…

This shift home offers an extraordinary opportunity for food brands and retailers to build more meaningful and relevant relationships with consumers. Whether the motivation is better-for-you eating, satisfying a creative passion to experiment with new cuisines, or facilitate social experiences with friends and family, brands and retailers can become partners and enablers on this journey by offering useful, helpful guidance on:

  • Menus
  • Healthier preparations
  • Snacking ideas
  • Shopping lists
  • Cooking techniques
  • Kitchen hacks
  • Kitchen tool advice
  • Flavor enhancements
  • Special occasion planning
  • Global cuisines
  • Food and beverage pairings

There’s virtually an endless array of opportunities to help feed this preference and behavior, and in so doing, brands can earn a place at the table alongside consumers and their passions around food.

Especially exciting, we think, is the chance to build video content that satisfies the need to know more — served with a big helping of emotional impact because food is such a visual feast. You can almost taste it, right?

So, when are you coming over for dinner?­­­­

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.

 

 

 

 

Client-Agency Relationship

There’s a reason you never hear about Client-Agency Vendorships

May 26th, 2016 Posted by Growth, Insight, Transformation 0 comments on “There’s a reason you never hear about Client-Agency Vendorships”
In marketing you truly reap what you sow.

In marketing and communications, time plus experience combine to help provide hard evidence of what works extraordinarily well vs. what constitutes the far more frequent base hit rather than home run outcome.

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