Posts tagged "food and beverage"

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.

It’s About Storytelling – Not Story-YELLING

May 24th, 2020 Posted by brand marketing, brand messaging, brand strategy, branded content, Consumer insight, Content Marketing, Digital marketing, Emotional relevance, Growth, Higher Purpose, Marketing Strategy, Public Relations, Social media, social media marketing, storytelling, Transformation 0 comments on “It’s About Storytelling – Not Story-YELLING”

The five essential guideposts to successful brand communication

In a recent article about the COVID-19 disruption of conventional marketing strategies, an industry contemporary weighed in to say change is here. He opined that the latest digital media platforms must be deployed as relevant vessels to convey the product sales-building message. The story was a remarkable resurfacing of a fundamental mistake now driving an unnecessary (and unwanted) wedge between many brands and their users.

You can no longer game your way into someone’s heart and head. When every media form or channel is viewed as a pipeline for pushing messages designed to interrupt and snare people who are trying to consume useful content, the product messaging gambit represents a form of marketing denial about how brand relationships are created.

  • A classic (but now worn) example of this is the misuse and abuse of social channels, treating them as yet another promotion broadcast medium with some begrudging two-way conversation sprinkled in.

We simply can’t look at marketing outreach as “persuasion” any longer, a type of digital bullhorn to broadcast product features, dressed up to look like a more educational piece of publishing. People see right through it. Moreover, they won’t stand for it, sit for it, hear it, consume it or engage with it.

When marketing dollars become precious and every one of them needs to perform more powerfully, it only stands to reason that dialing into cultural context to enhance message effectiveness is important.

Brands must become trusted sources and resources

The relationship brands build with consumers must evolve.

Consider how real, human friendships are created and nurtured. And how real friends communicate with each other. There’s a difference between telling and yelling in both conversational context and messaging construction.

The great brand storytellers know who the hero must be – it’s the consumer and not the brand. Yellers see things from the polar opposite angle, casting the brand and product as hero of every message. The brand’s role should be depicted as trusted guide and expert that operates in service of improving the consumer’s life.

Impactful stories show how the brand fits into an idealized narrative around the consumer’s aspirational lifestyle. As we conveyed in an earlier article, Health is the New Wealth.

Five guideposts to effective brand communication

  1. Relevance

Effective stories always follow a basic element of human truth. If brand relationships must operate more like human friendships, then what people fundamentally need should be factored into the communications messaging platform. People want to:

  • Feel safe
  • Be loved
  • Be valued
  • Inspire others
  • Be successful

Stories should address what’s relevant to user needs and desires.

  1. Social influence

Leveraging trends is important. People follow them, talk about them, share with others and through this process ‘collective wisdom’ forms to validate the acceptability and popularity of cultural developments. Whether that’s adopting new tech platforms like Zoom, TV programs such as the runaway success of Tiger King, use of e-commerce channels to shop, or a surge in home baking, emergence of new trends is not to be overlooked in content calendars.

Stay-at-home is one of the most compelling, dynamic and influential trends of all-time. It presents a treasure trove of opportunity for guidance and conversation on topics ranging from how to re-set the home for work and learning, to spending more time with the kids, to exercising culinary muscles.

  1. Reciprocity

People are hard-wired to recognize, appreciate and reciprocate when experiencing self-less, useful and helpful behaviors. When brands stop looking at customers as walking transactions and see them as real people who need support, the entire dynamic of the consumer-to-brand relationship starts to change.

  • Unselfishness is an admired human characteristic that when added to the brand voice and outreach, paves the way for a respected and trusted relationship.

Educational experiences that help improve expertise and knowledge can be a wonderful way to hone the brand’s role as expert guide and coach.

  1. Emotional intelligence

A lot has been written lately about the value of Artificial Intelligence (AI) and no doubt there are areas where data can be applied to improve decision-making. Targeted media selection would be a prime example. But it can also be a false god. The brand’s goal isn’t to be the one that measures but rather the one that matters.

Imbuing your brand with deeper meaning and higher purpose is the on-ramp to emotional forms of communication. When emotional connections take root between a consumer and brand – the relationship crosses a chasm from habit to ritual. Jasmine Bina, respected brand strategist and noted author recently published on the topic, saying “it only makes sense that when our daily habits are prevented, we hold on even tighter to the rituals that define us.”

Deeper meaning is a matter of perspective. Pet food brands transform when they understand they are not in the pet food making business. Instead they are selling an instrument of love for furry family members and a perception of elevated health, wellness and longevity. Bina quotes noted neurologist Donald Calne: “The essential difference between emotion and reason is that emotion leads to action while reason leads to conclusions.”

What are the emotional catalysts in your business that will cause people to pause, feel emotionally involved and act?

  1. Authenticity

People yearn for the real and more authentic brand voices that are less formulaic and more credible – in part because the brand communication is human and conversational. People want to believe. To do so, though, they need to trust first and it’s harder for people to trust companies over the experiences and opinions of other consumers.

This may be the most important endorsement there is for social community building. It is when the voices of outside, third parties are enlisted that the requirement for authenticity is really served.

Authenticity and trust are siblings. Authentic means real, true and is less about false prophets, theater, artifice and magic. If the consumer were with us when we build stories they would say, “just talk to me like a person and remember it’s about me, my life and search for meaning and purpose, and not about you and your secret sauce and technical prowess.”

The obvious question then is how the brand comes to play. Messaging must be framed around consideration of the brand’s values, positioning and purpose. Which begs the question, what is the brand’s deeper meaning and higher purpose? Once that is correctly defined, the right messaging flows because it’s embedded with authentic, trustworthy, human characteristics.

So, my friend…examine your brand messaging strategy.  Is your brand supportive and telling – or self-involved and yelling?  Which friend would you rather have?

When this process is dialed in correctly, the outcomes can be transformational for engagement levels that lead to sustainable business growth.

Emergent stands ready to help you create powerful, meaningful and relevant brand stories. Use this link to let us know if you would like to discuss further.

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.

Consumers carre deeply about their health and wellness

Consumer Health is the New Wealth

April 15th, 2020 Posted by brand marketing, brand messaging, brand strategy, branded content, Content Marketing, Digital marketing, food retail strategy, Healthy lifestyle, Healthy Living, Higher Purpose, Human behavior, Marketing Strategy, Navigation, Restaurant trends, Transformation 0 comments on “Consumer Health is the New Wealth”

Cultural shift impacts marketing strategy

Your marketing planning and strategic game plan will need to change to maintain relevance as the global pandemic creates a seismic cultural shift in how people behave and how successful relationships are formed between brands, retailers and consumers.

Here’s what you need to know about the basis of these transformative differences and their impact on your strategic communication plans.

The pandemic has served as the world’s greatest and most impactful, harrowing lesson on vulnerability. Regardless of age, income, career or social status, COVID-19 has reached into every corner of society to show that a highly contagious, invisible disease can move quickly and freely to impact every aspect of social and family life, career, health and wellbeing.

  • According to a recent survey conducted by the American Psychiatric Association, more than one-third of Americans say the pandemic has had a negative impact on their mental health.

Economic disruption, societal upheaval and social isolation have generated lasting deviations in how people behave – working to permanently alter life priorities and preferences. What people cared about in December of 2019 is radically different today and isn’t likely to subside in the future.

What was once important is less so now

The accumulation of assets and material wealth as evidence, goals or symbols of life success and fulfillment have fallen away, replaced by health and wellbeing as the new marker of desired “wealth” and personal success.

Anxiety, stress and loss of control have also created an open opportunity for brands and businesses to be a source of credible guidance on more mindful living, and reasserting lifestyle control with investments in personal health and wellness. It cannot be understated: the foundation of brand building is moving away from a transactional approach sewn into the fabric of marketing thinking for the last 50 years. It is resettling now on the requirement to create deeper meaning and a more personally-relevant, useful brand value proposition.

Simply said, you’re going to have to genuinely care deeply, organizationally, about the health and wellbeing of your customers and consider how the brand can contribute to improving their lives. This may sound like a water is wet statement, but in truth, it is an entirely different way of looking at the brand-to-purchaser relationship.

Moving from features, benefits and price cuts to empathy and care

Repeatedly stating ‘we’re in this with you’ isn’t sufficient. Brand and business behaviors must match the cultural shift to managing health and wellness – and operate in sync with how consumers are living and how their needs have morphed.

Higher purpose marketing is first about valuing the customer relationship in a different way. We can define it as putting the brand and business ‘in league’ with the consumer on their life journey, looking for ways to be of tangible value as they seek answers to some significant questions about how they should live and what the future holds.

This more empathetic view of how to communicate should be based in ongoing, continual investments in consumer insight research, designed to assess their attitudes and concerns in a downside of the curve and eventually post-pandemic world. When the brand is able to accurately mirror consumers’ views and desires, the opportunity for relevance is secured, and permission for a conversation is earned. ‘Talking at’ people about features and benefits is a sure pathway to disconnect because it casts the brand as hero of the storytelling rather than the consumer – who must be the hero in all brand outreach.

Data underscores the shifts in behavior

According to a recent national survey by Bernstein, nearly 60% of consumers report a surge in scratch cooking at home.

  • 35% say they care deeply about their wellbeing.
  • 30% say they plan to eat more healthfully.
  • 38% are looking for real food ingredients and packaged products with simple labels.

In fact, the study reported that health and wellness is on the rise as a key consideration when people shop for food. Consumers say they will increase consumption of vegetables, fruits and other fresh foods, while they reduce purchases of highly processed products and foods that are high in fat, sugar, carbs and salt. The current spike in sales of processed packaged foods is likely to be short-lived. Consumers post-pandemic will worry less about emergency stock-ups and instead turn their attention to managing their own health and wellbeing.

In a related study by AMC Global and reported in Food Navigator, 52% are increasing their use of online grocery shopping platforms, and 25% say they expect to continue using online channels after the restrictions are lifted.

  • 38% plan to more fully support local businesses and product sources.
  • 32% expect to continue cooking more meals at home.
  • 35% intend post-pandemic to spend more time with their families.

Post-pandemic planning insights

For food, beverage and lifestyle brands and retailers, health and wellbeing should be a centerpiece in your messaging strategy and given consideration as a focus of content creation strategies. It is the most important and viable way for consumers to regain control of their lives, and to address what is now one of the most significant concerns they have: protecting themselves and their families from immune system vulnerabilities, while enhancing their comfort and wellbeing.

A more holistic view of health and wellness should factor in stress and anxiety as a key component in healthy living strategies by offering guidance and information on ways to cope. Meditation and exercise can be an important way for consumers to administer self-care and address the uncertainty they continue to face in their lives.

The dynamic in how brand relationships are created will increasingly be based on reciprocity and operating in a manner that demonstrates the consumer’s welfare is a top priority, thus why transparency and trust creation will need to be addressed in communication and operations strategy.

The forced changes in routine home food preparation arising from the stay-at-home order, is likely to be permanent as consumers experience the benefits of exercising greater control over ingredients, portions and preparations. Brands should be working hard to operate as guide, coach and inspiration for aspiring home chefs who want to hone their skills and feed their creativity. Equally so for home-based exercise and fitness activities.

The pivot by foodservice operators to offer meal kits, groceries and culinary advice, is also likely to be a lasting business model change for the restaurant industry. Which brings us to the growing importance of the home as a centerpiece for social interaction, safety and security and now a place of work. This will favor digital-first thinking and enhance the value of media consumed online and at home.

E-commerce channel is going to get more and more use as the systems improve and the friction in ordering and accurate, timely delivery is removed. Brick and mortar retail will have to strategically shift to facilitate a more seamless experience in omni-channel shopping behaviors. The importance of web site and email marketing should rise as consumers increasingly look for helpful, valuable engagement rather than access to what is at most self-promotional or least an online brochure.

The efforts you make to invest in building social channel communities will get more productive as the brand voice moves further from self-promotion and more fully into offering useful lifestyle guidance and direction. This will facilitate a more interactive environment and encourage consumers to share their own stories, interests and concerns. Social proof is a vital part of creating belief and credibility with your best users and attracting new fans to the brand. If you want to attract to new fans to the brand, you need to start by being a fan of theirs!

Finally, people believe other people more than they do corporate voices. To the extent you are engaging outside third-party voices in brand communication, you have the opportunity to humanize the brand and create more authentic messaging. In fact, building a more human-like brand is a critical component to acquiring trust. Great care should be exercised in how paid influencers are deployed as the consumer increasingly sees these voices as compromised and less trusted.

Emergent is an expert resource to help you develop post-pandemic plans and strategies.

  • Do you need support in consumer insight research to help inform your planning?
  • Would guidance be helpful on building optimal messaging strategies and content creation programs?
  • Would it be of benefit to have a creative resource help think through the evolutionary changes that will be required in how you go to market?

Let us know if you would like to talk informally about what comes next.

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 Trust in the Midst of Fear

March 15th, 2020 Posted by Brand preference, brand strategy, change, Consumer insight, Emotional relevance, food experiences, food retail strategy, Food Trend, Higher Purpose, Human behavior, Navigation, Pet food, Restaurant trends, Social community, Social media, Transformation 1 comment on “Building Trust in the Midst of Fear”

Efforts to create, innovate and communicate will inform your brand’s future

You’ve undoubtedly run across the ‘dystopian future’ movie storyline, usually brought on by some cataclysmic disaster with intrepid or hysterical survivors running into a grocery store, only to be greeted by empty shelves while wading through torn packaging detritus everywhere. I had this movie-like experience only last night at the Mariano’s supermarket nearby. I witnessed the fear-driven cart Olympics mad dash as aisle after aisle of products were emptied save a lone, bruised apple and a dented, torn box of cereal left dangling precariously on an otherwise barren shelf.

Uncertainty and media drama are partners in the perceptual stew that pushes people into behaviors normally reserved for cinematic storytelling. Fear of the unknown grips as the house now achieves safe haven sanctuary status and toilet paper becomes one of the most elusive, rare and sought-after commodities in the nation.

Keep Calm and Carry On

In 1940 at the height of the Blitzkrieg (The Blitz) that showered Great Britain with bombs in the night, dropped indiscriminately on London neighborhoods, the government released its now famous poster Keep Calm and Carry On. This statement became a dominant theme embraced by incredibly brave British citizens in the face of unrelenting catastrophe and sharpened their resolve to weather the life-threatening storm.

Right now, today, you have an opportunity to help your customers Keep Calm and discover the opportunities presented by a large dose of enforced family time and homebound adventures and experiences. Creative, innovative thinking and generous outreach is the required skillset.

Lemonade from lemons

The foodservice industry is taking it on the chin. In Seattle, the hardest hit city in the nation from COVID-19, business has virtually disappeared from restaurants as people remain home. Arguably Seattle’s finest dining establishment, Canlis, an iconic example of culinary quality that has led the dining scene there for decades, elected to close.

Chef-owner Tom Douglas told Restaurant Business magazine revenue was off by 90%, which might as well be 100%. Nonetheless, Douglas’ response was instructive to us all. He announced the opening of three concepts based out of Canlis kitchens that will serve the takeout, drive through and home delivery market segments. The Bagel Shed will offer breakfast options; Drive on Thru will provide lunchtime burgers, veggie melts and salad; Family Meal will offer a rotating menu of dinner entrees and a bottle of wine delivered to your door. A creative deployment of solutions and assets that helps keep the team employed while answering the opportunity for off-premise consumption business.

Salve for Uncertainty

Communication, and lots of it, is required in these unprecedented times. Your motivation is not only to inform users of what your business is doing to keep the flow of goods and services they need safely in motion, but also to express care and concern for their health, wellbeing and happiness.

The schools my daughters attend are now closed. My youngest is a dancer, and her classes and performances have been cancelled. My oldest is an ice skater and the rink is shut and practices stopped. What we have going is each other, our wonderful dogs, more time together and adventurous spirits.

How can your brand operate as coach and guide for family activities, more hands-on experiences with the pets, and a renewed focus on home-prepared meals? With no sports, no concerts, no large group events of any kind, the marketplace may well be listening and consumers more open to engagement than ever before. There are certainly wayyy fewer distractions competing for precious attention.

Your brand’s ability to operate as an enabler and resource is important in this environment. Social communities can become outlets of shared experience. In Chicago, the Nextdoor online community bulletin board is on fire as people share thoughts, ideas and concerns on the changes occurring before us. One of the most active conversations is around the status of fresh food supplies in local supermarkets and guidance on who has what.

People want to share and engage with each other

We have arrived at a new era where businesses increasingly understand they are about more than manufacturing, retailing and commerce. Companies have discovered their growing role in authoring the greater good. This self-discovery opens the door to building a more human and approachable brand that understands relationships with users are increasingly like real, human friendships and the natural reciprocity that exists in that personal dynamic.

When brands talk, walk and behave in a more human and relate-able manner, they become more resonant and trustworthy. You have been handed an extraordinary opportunity to help people in the midst of a trying storm. Empathy is a great characteristic and will serve you well as people embrace your voice of reason and support.

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.

Coronavirus Call to Action for CPG and Retail

March 13th, 2020 Posted by Agency Services, CMO, consumer behavior, e-commerce, Emotional relevance, food retail strategy, Human behavior, Insight, Retail brand building, Social media, Supermarket strategy, Validation 1 comment on “Coronavirus Call to Action for CPG and Retail”

Your next moves to retain trust and reputation

Right now, your consumers are worried, bewildered, concerned and uncertain about what shoes might drop next. They are being sent home from the office, schools are shutting, sports and entertainment events are gone, Spring break vacations are upended, and the future impacts of the pandemic are hard to predict.

We know you equally have concerns and are working hard to address any uncertainties. We’re with you and know your heart is in the right place.

This is a significant moment on the continuum where brand trust and reputation can be secured or injured. What you do next will matter, and it’s important to note that communication may be one of the most important assets at your disposal.

  • Honest, transparent messaging breeds trust and feeds patience, while silence will fuel uncertainty and dilute confidence.

Number one: communicate early and often

This is not the time to be quiet. If you make or sell a consumable product, especially food, beverages or pet food, people are worried about what comes next. Here’s what they want to know, right now.

For CPG

  1. Is there anything going on in your supply chain that will negatively impact the availability of your products? You may not have all the answers but it’s better to communicate current status than to stay silent. What you don’t know you state as such.
  2. What’s happening in your manufacturing, whether that be your own facilities or co-packers, with respect to employee activity, plant hygiene, and mitigation plans should people be sent home?
  3. What are your standards, methods, procedures on maintaining vigilance over ingredient integrity and safety, and testing for same through the product creation process?
  4. How can they get your products and services online? We know that feels like a ‘water is wet’ type question but it’s important and should be addressed in these conditions.

For retailers

  1. Are you able you keep customers apprised of out-of-stocks and shelf replenishment schedules?
  2. Can your pharmacy experts set aside scheduled time for by-phone consultations or online Q&A’s?
  3. Are you signaling home delivery wait times when capacity is stretched?
  4. What are your food handling an on-premise hygiene policies and procedures to help avoid any contamination?

The message matters

Your voice in this moment will impact the outcome. It’s important to avoid corporate speak, industry jargon and complex, “inside baseball” forms of messaging that only an employee can unravel.

A human, approachable voice including information that is presented with clarity and transparency will resonate with those you wish to reach. People routinely ignore dense, complex, analytical-style messages. Simple is better.

This is not the time for grand standing, self-promotional and brand-anthem style outreach that attempts to pass over the reality of what’s happening. Instead, empathy and care for the health and wellbeing of your users should ring through everything you release or post.

Next steps

  • Publish updates and trust-enhancing content at your web site and in your social channels on a weekly basis. More often if you have new news to share.
  • Keep it simple and straightforward.
  • Encourage dialogue and conversation at your social sites to invite questions from fans and followers.
  • As the situation changes, keep your stakeholders informed.
  • Be generous of spirit and look for “surprise and delight” opportunities and stories for users and channel customers. Celebrate helpfulness, acts of kindness, and ‘we’re all in this together’ kinds of inspirational unity.

Navigation leads to reputation

Your efforts to be accessible, approachable and honest here will lead to respect and confidence among the stakeholders that matter to the future of your business. Both internal and external audiences will benefit greatly from your efforts to keep them apprised of what’s going on.

As always should you need help navigating these uncharted waters, we’re here to support you with guidance, messaging, copy, media and anything else you might need.

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.

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