Posts tagged "Higher Purpose"

Breaking the chains of interruption marketing

Breaking Free from the Handcuffs of Intrusion Marketing

June 22nd, 2022 Posted by Behavioral psychology, Brand Activism, brand advocacy, brand marketing, brand messaging, branded content, consumer behavior, Consumer insight, Content Marketing, Emotional relevance, engagement, Higher Purpose, storytelling, Strategic Planning 0 comments on “Breaking Free from the Handcuffs of Intrusion Marketing”

Embrace a new paradigm for successful brand storytelling…

In the history of modern marketing there have never been more ways to reach consumers. Yet it’s also never been harder to connect and engage with them. For decades brands have reflexively relied on various forms of intrusion to confront consumers with brand self-reverential, promotional messages. This approach is now widely rejected and avoided by its intended audience. Read on to learn the antidote to engagement misfires.

  • It’s truly hard to admit, but: “the unquestioned language of (traditional) marketing sabotages the stories we try to tell.” – Jonah Sachs, Winning the Story Wars.

People have changed – they want to be part of something greater than themselves. Yet even though the elements of powerful storytelling have been employed for centuries, it is largely ignored by marketing tropes preoccupied with promoting products to consumers leveraging the politics of fear, inadequacy, anxiety and status-seeking – often served with a generous helping of narrative vanity, puffery and insincerity.

It’s time to end the decades of antagonism between marketing and its audiences

  • We have a chance now to step beyond interruption marketing to build lasting, a more meaningful relationship with consumers that is grounded in deeper meaning, inspiration and values.
  • We are free today to build new stories that get noticed, create emotional affinity and maintain credibility in a world desperate to secure meaning and starved for transparency.

However, the drive for true engagement requires a shift in thinking and approach that initially can feel counterintuitive to the foundational principle of marketing as a sales generator. After all, aren’t we supposed to sell to earn a sale? Our tradition-bound way of thinking and operating leads us to believe the path to business growth is paved with pushing product feature and benefits at people. We just need to dress it up with some creative artifice of humor or entertainment as storyline palate pleaser – then, down the hatch, right? Sorry, but no. Consumers have figured out how to sidestep and ignore all of this.

Yet even with the self-awareness of this consumer engagement shift, like the hamster returning again and again to the wheel, the vast majority of brand outreach in CPG and retail sectors employs the same approach – now only digitized to fit into new media forms and channels. This form of selling was honed during the analog media control and persuasion era of the 1960’s and 70’s. It remains entrenched.

The electronic fake-out

Technology-led tools lead us to assume there are algorithm-based, digital solutions that virtually guarantee the selling message penetrates to the right audience in the right place at the right time simply by deploying the latest platform. We need only to flip the switch and boom, we strike marketing gold with clicks and views – even though people routinely drop out of the engagement in mere seconds and carts are abandoned by an endless river of distractions.

The essential truth about today’s consumer

We are shifting from a consumption-driven culture to one founded on a maturing view that the best things in life aren’t *things*. Instead, people want to transform themselves and the world around them. Here it is in sharp relief: we reach for deeper meaning and enablement from the brands we care about. We want to be inspired by beliefs and values that matter.

In short people are ready to embrace:

Optimism over fear

Sacrifice over greed

Citizenship over consumption

A recent advertising effectiveness study tracking the new-found marketing focus on sustainability revealed that brands producing sustainability ads focused on themselves – to tout their eco-bona fides – did not score nearly as well in engagement and recall as brands that created ads to inspire their users to join the sustainability mission and contribute to the greater good. That means substance over selfishness gains an audience.

Here’s a new value system brands can adopt as a core directional litmus test for improved communications, engagement and brand story themes addressing:

Wholeness – moving beyond self-centeredness

Mastery – learning, competence and the struggle to improve

Justice – investing in, structuring a moral center

Depth – examining life and its complexities and possibilities

Simplicity – understanding the essence of things

Beauty – recognizing and experiencing aesthetic pleasure

Truth – the polar-opposite of falsehood

Uniqueness – mining creativity and non-conformity

Playfulness – celebrating joy and life experiences

Creating cinematic, powerful brand stories

What do we know about Luke Skywalker in Star Wars? He was a seemingly ordinary young man who was drawn out of his comfort zone to follow a path that eventually led to epic heroism. He had doubts and insecurities. There were flaws to overcome. Everything he needed to succeed was already inside him, yet he clearly needed coaching to understand that.

A hero is someone who pursues higher level values, willing to sacrifice in service of others, who is pulled to adventure through a higher calling. Traumatic circumstances pushed Luke forward. Eventually he would break free of his fears. He encountered a mentor who would help him on his journey and give him the tools to succeed. Mentors act to help redirect will and strengthen the heroes resolve and confidence. Yoda helped Luke become a better person, a more skilled Jedi, a confident participant on a perilous path to fulfillment and redemption.

  • Every human being wants to be the hero of their own life journey. Your brand storytelling must always position your consumer as the hero of the story, not the brand. The brand’s role is always that of mentor, guide, enabler and coach to the consumer on their journey. Your content goal is to provide wisdom and tools to help the hero succeed.

It’s important to note great stories always include conflict, overcoming failures, the presence of a villain, danger, adventure, failure, improvement, empowerment and achievement.

When your brand stands for something, employs a belief system and is driven by higher purpose, you create the opportunity for transcendence. Your storytelling can move beyond an inward focus on self-promotion and touting product features, to celebrating your customer and all they aspire to do.

  • You can inspire them.
  • Coach and instruct them.
  • Enable tools and experiences.
  • Help them embrace the greater good and building a better future.

Marketing, then, is about sharing core values. This is the secret to creating engaging stories and an improved relationship with your users.

Yes, this isn’t easy!

To create a story telling platform that works, study is required of your best customers, their lives, loves, ambitions, fears, concerns, wants and desires.

Your brand’s language, voice and story must embed your brand beliefs, values, vision and higher purpose (you need to stand for something).

How this is expressed should be grounded in a clear understanding of your brand archetype (Pioneer, Rebel, Captain, etc.) and how that translates into a narrative unique to who and what you are.

The best storytelling techniques include the fundamentals of all great tales including tension, conflict, villains, drama, and the hero’s move to overcome odds, rise to the calling and win in the end. This story arc is as old as recorded history and remains relevant today.

Emerging food tech and a drama of the ages

Consider the vast array of new food technologies emerging right now, grabbing the attention of investors in their quest to reimagine how food is created. There’s a villain in here called climate chaos alongside the legacy food system actors that help perpetuate an existential threat to our existence and quality of life. The consumer needs/wants/requires a mentor and inspiration on the path to enablement and efforts to help rescue and change the world.

  • There’s just sooo much here to work with. Virtually any product category or retail business will benefit from embracing the consumer’s desire to seek a deeper truth and to be part of something greater than themselves (sustainability is a case in point).

When you do this your customers can become believers, followers, advocates and ambassadors because they embrace what you stand for and how your brand helps them participate in a profound mission.

This is the magic behind stories that work, that deepen the brand’s voice and draw people close. Or you can continue to self-promote product features and benefits to a world increasingly not interested in this for the very reason the brand then positions itself as hero of the story rather than the customer. Competing with consumers for the hero role creates an instant disconnect and a new barrier to any engagement.

If you think your brand will benefit from a refreshed approach to story strategy and content creation, use this link to open an informal dialogue with us.

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.

Founders personify brand purpose

Is Your Brand’s Soul Strategy Your Sole Strategy?

May 11th, 2022 Posted by Behavioral psychology, Brand Design, brand marketing, brand messaging, brand strategy, Brand trust, Higher Purpose, Insight, storytelling 0 comments on “Is Your Brand’s Soul Strategy Your Sole Strategy?”

Without careful nurturing, the deeper meaning you started with will disappear

Truth is people care more about your *why* than they care about your brand’s how or what. While they aren’t necessarily enamored with your competitive specs and formulation wizardry, what they will resonate to is *why* you do it. Your purpose – your deeper effort to do something more meaningful – a mission that transcends commerce. These are the beliefs and values that draw people in, anchor their advocacy, and make them want to be members of your brand community rather than merely users.

Yet over and over again, we observe organizations failing to see the importance of these principles and in doing so, lose the magic that resonates and attracts people to the extraordinary promise that heralded the company’s genesis.

Your *Why* matters.

The why of every organization starts in the past, informed by the life experiences and aspirations of the founder(s) –people who were motivated to do something bigger than themselves. The foundational concept becomes the secret sauce that drives brands forward. It is, however, elusive, and can disappear over time if the cultural legacy and beliefs that lifted the organization to its initial success are lost. Future management teams may believe efficiency, cost control and improved processes constitute the levers of brand affinity and business growth. Not so.

Iconic brands are not immune to this almost inevitable and corrosive condition!

Charles Lubin, a Chicago baker, established the Kitchens of Sara Lee in 1949, naming it after his nine-year old daughter and launched his first successful product, a cream cheesecake. But it was a retailer in Texas who wanted to stock Sara Lee desserts that prompted him to reformulate so it could be successfully frozen and shipped long distances. Lubin invented the frozen baked goods category. He sparked innovations in production (foil pans) and flash freezing that fueled national distribution of his “Nobody Doesn’t Like Sara Lee” brand.

He retired from the business in 1968, then owned by Consolidated Foods (later renamed Sara Lee Corporation). As is often the case when the visionary moves on, if the deeper purpose, beliefs and meaning he brought with him are relegated to historical record, the heart of the enterprise’s belief system can get usurped by process, operations and balance sheet considerations. By the early 1990’s without nourishment of the Sara Lee brand soul, inevitable decline had set in. The parent company, now called Sara Lee Corporation, began to contemplate divesting its corporate namesake baked goods business. Tough to do.

The Wheatley Blair agency was retained on a rescue mission. Could we turn the business around? It would require radical moves, marketing finesse, a complete restage and especially, soul regeneration. Our strategy: unlike so many other food brands with made-up names, there really is a Sara Lee. Could we reinstall some of the magic and meaning by bringing her in to be the face and voice of the brand?

Soon we found ourselves sitting in Sara Lee’s upper east side apartment in Manhattan talking about her dad’s legacy and how much the business needed her help. Reluctantly she agreed to get involved and so we mapped a three-year strategy to revitalize the brand around her as spokesperson and personification of a new era at Sara Lee.

What happened next was truly remarkable. To launch a new line of baked goods with a lighter formulation, we created the first International Symposia on Dessert in Vienna, Austria – the world capital of dessert and pastry.

We flew 56 top North American food media to Vienna for three days of 24/7 dessert-centric experiences, seminars and tasting events. There, for the first time we introduced the world to Sara Lee the real, living human namesake. The media were smitten. The brand garnered more media attention than it had received in its entire history. This brought a refreshing injection of tangible humanity into a brand that had lost its anchor. Within a year the business started its upward trajectory and Sara Lee Corporation credited the strategy with turning the Sara Lee brand around at its annual shareholder meeting.

“What will it profit a man if he gains the whole world yet forfeits his soul?”

Steve Jobs understood this and saw it unfold in real time.

“Something happens to companies when they get to be a few billion dollars, they sort of turn into vanilla companies. They add a lot of layers of management. They get really into process rather than results, rather than products. Their soul goes away. And that’s the biggest thing that John Scully and myself will get measured on five years from now, six years … Were we able to grow into a $10 billion company that didn’t lose its soul?” – said Steve Jobs, circa 1984, in a Rolling Stone magazine interview.

Of course, Jobs was pushed out of his own company in 1985 and we know the Scully years were not necessarily a huge win for Apple. Until, the corporate “soul” in the form of Steve Jobs returned in 1997 to reinstall a refreshed ‘change the world’ vision and “Think Different” higher purpose. That purpose has remained with Tim Cook and the company continues to follow its inspiration and celebration of creativity and empowering individuals to change the world around them.

“I want to put a ding in the universe” – Steve Jobs

Apple doesn’t sell machines. Never has. Apple Macintosh was the first personal computer to offer a “graphical user interface” and mouse. Did anyone yearn for this tech? No. It was the point and click simplicity that elevated the experience. The story around enabling creative citizen communication and putting the power of publishing in the hands of any human was a dramatic departure from everything that came before it. The emotion-driven purpose that so resonated was: Empowering Creativity. Anyone’s creativity. Everyone’s creativity. No matter what the expression of that creativity was, you were now empowered to – borrowing from another – Just Do It.

Coffee culture and experience

Howard Schultz was struck by the coffee culture he observed in business trips through Italy. The sense of community and conversation that was part of the cultural vibe around the experience of enjoying elevated and refined coffee beverages. In its earliest days Starbucks was about bean religion and ingredient provenance stories for the vast improvement they brought over the current miserable state of coffee beverages sold in America.

He created the ‘third place’ as a personification of coffeehouse culture that turned Starbucks into a destination of enjoyment around subtle European sophistication cues. In those days coffee would be served in ceramic cups. People were encouraged to stay. It was a cultural immersion. There was deeper meaning, values and lore around coffee beverages, a veritable world tour of taste sensations (now taken for granted). When Schultz left the company some of its soul went with him. In his subsequent returns some of that magic came back with him trailing like the visible tail of a comet.

  • The biggest challenge any brand will face over time is how the organization continues to grow and prosper without diluting its soul. And if that happens, how to reacquire it by looking backwards, not forwards to the story and formative beliefs and values that drove the concept from day one.

Money is not a purpose, it is an outcome

Why is *why* so important?

Because it inspires trust. It reaches the heart. It is always heart over mind you know!

Nothing can be more important in the digital age when ‘anything that can be known, will be known,’ craters so many corporate and individual reputations. When the words used to describe what a company does are unrelated to price, quality, services and features, you have a clear indicator that the *why* has blossomed.

When Schultz departed Starbucks and subsequent management focused on what and how over why, the soul eroded and commoditization challenges took root.

Here is the essence of it…

When a brand clearly, resolutely communicates its *why* – its beliefs and values – consumers believe what the organization believes. People will go to great lengths to include brands with a soul in their lives. Not because of any analytical evaluation of product features, but because people hold up those brand values and beliefs as markers and signals of who they are, what they care about. Apple is a flag for creative expression. Starbucks was a statement of sophistication. Costco is not a store, it is a treasure hunt.

People form communities to be around others with shared values and aspirations. Companies can help foster those communities when the story they tell is grounded in higher purpose rather than product slogans, features and benefits.

When a company doesn’t offer anything beyond rational, analytical arguments about its product, it is attempting to force less than inspiring decisions on a purchase – and commoditizing itself in the process. The only games left to play at that point are attempts at manipulation through conventional interruption media and incentives.

  • People want to belong to something bigger than themselves. Can you provide that? People aren’t buying what you do, they are buying why you do it.

If you need help and guidance in reasserting your why, or creating the higher purpose for your brand, use this link to start a conversation with a team that understands how to elevate purpose as core strategy and a business anchoring system.

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.

Technology has leveled the competitive advantage playing field

The million-dollar barrier to great marketing has vanished!

March 8th, 2022 Posted by brand marketing, Brand preference, brand strategy, Brand trust, branded content, CMO, Differentiation, Emotional relevance, engagement, Higher Purpose, storytelling, Strategic Planning 0 comments on “The million-dollar barrier to great marketing has vanished!”

A massive leveling has commoditized advantages

Once there was a time when world-class marketing, by definition, was expensive. Bigger brands enjoyed advantages by way of larger marketing and media budgets that smaller players just couldn’t muster. A price of entry existed for superior production values and more cinematic forms of storytelling.

Those barriers have disappeared. What do you do when anyone, anywhere can compete with you on the quality of communication? What happens when the budgetary obstacles to outreach evaporate and anyone from anywhere can distribute high quality, engaging content? What unfolds when the importance of reaching mass audiences served by mass (expensive) media vanish because markets have bifurcated into smaller tribes of consumers who elect and select the brands they care about “joining?”

Read on to understand the shift in competitive advantage and where to go when a bigger budget doesn’t necessarily author any marketplace leverage.

Seth Godin marked the change beautifully in a recent post:

“To make an album of music good enough to make it to the Top 40, it used to cost a million dollars. Now you can do it in your bedroom.

To make a commercial for network TV, a minute of footage cost about a million dollars…

And that same million was what it would cost to create an email engine for permission-based marketing in 1996.

And you needed a million dollars to build a website that could hold up under a lot of traffic, or to build a social media presence that would reach a million people.

All of these things are now incredibly cheap.”

Remarkably, many brands and businesses still operate as if these big wallet advantages exist – assuming the consumer marketplace will absorb their content before, above, beyond and more often than anyone else’s (as if repetition helps in an avoidance-enabled market). Just. Not. True.

A seed funded CPG food start-up or small footprint retailer is capable of producing a more impactful, useful and engaging web site than a large cap CPG brand or 1,000-door retail banner. Of note, capable is just that – there’s no inherent win from being small and new either. Same with video content. Same with social channel engagement. The entire competitive advantage paradigm has shifted from the few Goliaths to the many Davids.

What happens when technology and culture conflates the company size and budget advantages?

The big strategic question that must be factored into planning: what are the new rules of strategic advantage when everyone can compete with anyone?

  • The stakes on uniqueness and differentiation are amped and marginal distinctions constitute nearly zero brand leverage.
  • The requirement for deeper meaning, mission, higher purpose and values – your “why” – form the foundation of any strategic advantage. Based on our surveys, this foundation is more than likely under-served.
  • Putting the consumer at the center of brand narrative and communication strategy is now table-stakes to any hope of engagement.
  • The humanization of your brand proposition and marketplace behaviors is a prerequisite to achieving relevance and resonance.
  • Your digital footprint must revolve around “romance” of the consumer’s lifestyle aspirations, needs and wants before any relationship can be successfully secured.
  • Larger brands don’t own any advantages here. Smaller brands don’t get a hall pass for being “nimble” (no one owns speed) or conceptually more authentic because output looks raw and amateur-ish.

The requirement for trust is universal and bigger brands don’t inherit that quality

“We’ve been here for 40 years” does not mandate trust. Reciting reasons intended to convince people you’re trustworthy doesn’t work because trust is not achieved through data or facts.

Bigger may reduce the perceptions of any risk in purchase as a business moves to the late stages on the adoption curve. That said it can also be a slippery slope to irrelevance, too.

Importantly, any “risk” attached to what is new and innovative can be managed with the right trust-building strategies and performances.

Over the last few weeks, we’ve seen close-up exciting new product concepts and nuances of evolutionary innovation that could potentially disrupt existing food and beverage categories. Yet the truth of the matter – there are also emerging brand communication efforts that are neither emotionally resonant nor fully dialed into consumer relevance.

  • We have ample proof that while a level playing field exists, guidance and sound strategy are needed no matter the size of the business from $1 million in trailing revenue to $1 billion.

The large brand paradox

Larger brands have greater challenges due to hide-bound traditions and inertia that moves against change.

“We’re too big to fail”

“We’ve always done it this way”

“Our growth is aligned with the category performance”

“We can’t (won’t) change the foundational aspects of what authored our original success”

“Wall Street won’t like it if we do anything radically different”

“We have significant costs sunk in our supply chain infrastructure”

“We already have high levels of brand recognition and awareness”

“What if we (read: I) fail”

Trust must be won daily. Brand equity dilution, decline and commoditization challenges are like laws of gravity and cannot be side-stepped. Ceding category territory to smaller creations may not feel like a contest initially because many leaders believe you can “buy” your way in. Yet we recognize that post-acquisition there will be risks of diluting the golden goose’s brand magic.

The new rules of engagement

Anyone, anywhere can outflank and beat well-funded competition on message relevance and quality communication. That means emotionally on-point, consumer-centric communication is fundamental no matter who you are, big or small.

  • Higher purpose, mission and values are the foundational elements of trust creation and any player in a category is either served or hampered by this requirement.
  • You have to get out of your own way.
  • Size is not insulation and creates other significant challenges that operate in favor of reinvention and renewal – when change is often resisted.
  • Disruption and differentiation are required when sameness is rampant everywhere and traditional category behaviors can dumb-down any perceived uniqueness.
  • There are far too many bigger brands that lack humanity in how their story is packaged and presented.

The beauty of a level playing field

For larger brands, this means potential repositioning and savings on the marketing budget line because throwing “money at it” doesn’t really get you there. This forces the importance of innovation, relevance, meaning and values that are the hallmarks of competitive advantage in the relationship economy era.

For smaller brands, you are not at an automatic disadvantage based on size. You can compete. Effectively. However, the requirement for world-class storytelling and engagement strategies remains as the price of entry. Are you prepared for it?

In the famous Pixar movie about a culinary genius rat named Ratatouille, we learn the story arc’s basic premise, “anyone can cook” – provided the right inspiration, effort, energy, focus and desire to learn exist. So, too, in the era of relationship-based marketing. We can return to focusing on the consumer and our storytelling chops, knowing that we can make a difference, and we can win in the marketplace for all the right reasons!

If this story stimulates some thinking that you would like to share with like-minded brand builders who can add value to your internal strategic conversations, use this link to start an informal dialogue.

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.

The psychology of risk

Is the Psychology of Risk Factored Into Your Marketing?

February 3rd, 2022 Posted by Behavioral psychology, brand advocacy, Brand Design, brand marketing, brand messaging, Brand preference, brand strategy, Brand trust, consumer behavior, Consumer insight, Higher Purpose, storytelling, Strategic Planning 0 comments on “Is the Psychology of Risk Factored Into Your Marketing?”

Your customers are not analytical decision-making machines

When consumers approach a purchase decision, are they focused on the merits and benefits of what you’re offering? Research on human behavior confirms that other issues are dominating their judgements. Read on to find out what’s really happening.

  • You might agree marketing and business strategy that is informed with a clear understanding of the human being you want to reach is going to be massively more effective than efforts that don’t take into consideration what we now know about how people make choices.

Ground-breaking behavioral research conducted over decades by renowned psychologists Amos Tversky and Danny Kahneman on their Theory of Regret, forever altered the false assumption that humans are rational and analytical – making decisions based on objective consideration of the facts.

Today we will unravel the mysteries of how people behave to provide you with clear guidance on what the customer is actually thinking and doing.

People will pay a premium to avoid – wait for it – regret

According to scientific research, consumers’ 99.99999 percent of the time are working to sidestep making bad choices. Tversky and Kahneman’s analysis of choice decisions demonstrated that people focus on minimizing risk in order to reduce the chances of any regret. Said another way, people are not seeking to maximize benefits, instead they are trying to prevent or duck an unfavorable outcome. Boom.

  • Most marketing activity is based on presenting gains, wins, benefits to an audience pre-occupied with trying to determine if what’s on offer is a gamble (path to potential regret) or a sure thing.

Kahneman expressed regret theory in real-world terms this way: The nearer you get to achievement, the greater the regret people encounter if you fail to achieve it. The more control you believe you have over a gamble, the greater the regret experienced if it turns out badly.

People reflexively face regret for:

  • What they have chosen
  • What they wish they hadn’t chosen
  • What they should have chosen

What’s truly operating on the path to a purchase decision can be observed in any hesitation or reluctance (abandoned cart) to take an action. How the consumer is looking at the options before them follows their attempt to determine –

  • What is a sure thing
  • What is a probable gain
  • What is actually a gamble in order to secure a gain

When choosing between a sure thing and a perceived gamble, a person’s desire to elude loss exceeds the desire to secure a gain!!

Not surprising, people will pay handsomely for certainty. They will take the sure thing over the perceived dice roll every time. Thus, the power and impact of a well-defined brand with deep equity, trust and a strong value proposition.

So what exactly is this loss people seek to avoid?

A loss occurs when a person believes they’ve ended up worse off than their reference point. A reference point is a state of mind based on the status quo, or a standard defined from where they started. Please note, a gain or loss will always be connected to how a problem is presented. Changing the description of a situation can make a gain seem like a loss and vice versa.

Implications to marketing planning and strategy

A consumer world balanced on the pin of regret avoidance is a cry for certainty, surety, belief, trust and confidence.

  • What risk reduction tools are you using to erase loss while canceling potential regret?

It’s important to proactively manage the conditions, language and perceptions that influence consumer belief.  You want to erase uncertainty and the possibility of a bad outcome.

Where to start?

Descriptions – Language matters, how a problem or situation is framed can help or hinder the assessment a customer is inevitably making about certainty and risk avoidance.

Social proof – Consumers find claims of performance and outcome made by companies to be less trustworthy. They will believe their peers before they will believe you. Thus, social channels that behave more like communities where sharing is encouraged, perform the valuable service of offering assurance that what is promised is indeed consistently delivered.

Familiarity – If you’re working on the next great leap in food technology beware of pushing the science wizardry too hard instead of focusing on the more familiar, comfortable and assurance-building principles of food, nutrition and culinary cred for a product consumers will put in their bodies. People are wary of anything that appears to be too far away from the familiar territory of foods they understand and believe are real, safe as well as satisfying (taste).

Transparency – The more you disclose about how you do what you do, the more comfortable people get. This feeds the certainty of knowing exactly what’s in the product you make and where ingredients came from, while also speaking to integrity and honesty – two qualities people believe are sorely lacking in business behaviors.

Third party validation – Most product categories have identifiable subject matter experts and influential voices that bring credibility and cachet to the messaging table. If you turn them into promotional shills, their value is lost. Let the expert voices make independent evaluations of what you do and how you do it. Give them room to report on their observations and let the credibility flow from a respected voice that isn’t your own.

Verifiable assurance – For a cheese client experiencing a high degree of adulteration and food fraud in their category, we created a trust mark backed by one of the most respected food labs in the nation. They were given free rein to acquire products at retail independently and submit them to a battery of tests that verified the veracity of how the products were made when compared to the Federal standard of identity. It was proof the products were genuine, authentic, real and what was represented on the label was indeed accurate and truthful. Trust marks and third-party validation can bring another level of consumer confidence to the story being told.

Now you are aware that this universal human trait of risk avoidance is a dominant consideration for people on the path to purchase. Your objective, then, is to work accordingly to secure confidence, trust and belief in a manner that reduces or eliminates any perception of risk or uncertainty that might fuel consumer regret.

  • Do this, and you will answer what most often lies at the foundation of a disconnect for people who are unwilling to try your new product or store. Why? Because they see risk of a bad outcome if they don’t like it or concern it won’t deliver on their reference standard expectations.

Is it time to audit your marketing plans and messaging strategies to ensure the psychology of risk is fully addressed? If so, use this link to invite an informal conversation with a team of experts who understand the anatomy of trust creation.

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.

Trust drives consumer engagement

40,000 Respondents Confirm Values Matter More Than Product

January 20th, 2022 Posted by brand marketing, brand messaging, Brand trust, CMO, Consumer insight, Higher Purpose, Human behavior, Social media, Social proof, storytelling, Transformation, Validation 0 comments on “40,000 Respondents Confirm Values Matter More Than Product”

Trust in advertising report spotlights the true path to consumer engagement…

Is it possible what your brand stands for will be more important than the product you make?

Yes. Read on.

Nielsen’s latest Global Trust in Advertising Report confirms a cultural sea change has taken place. The comprehensive survey advances new guidance that brands and retailers should reconsider their traditional single-minded devotion to product-centric communications strategies. The report signals emergence of a different roadmap to credibly and effectively secure consumer attention. A more enlightened path that is paved with higher purpose, mission and values ahead of glossy product features and benefits.

The rise of interest in more human-centric values reflects consumers’ need for trust in a marketing environment they believe lacks credibility and validation.

Don’t underestimate the importance of cultivating trust to brand communication effectiveness

For five years, Emergent has tracked the steady decline in brand and corporate trust alongside the parallel rise in why businesses must put the consumer and their requirement for trusted relationships at the center of strategic planning. Is this a feature in your marketing plan?

  • A recent sustainability trends report published by Mintel concluded one of the greatest barriers businesses face in getting credit for sustainability readiness is the consumer’s dramatic shortage of trust in their claims of performance. People find it harder to believe assertions made by companies on their commitment to sustainability standards and mitigation policies. (Hence the need for credible validation).

Nielsen’s study verified that consumers are placing greater importance on values, beliefs, inspiration, deeper meaning, humor and family. According to Cathy Heeley, Nielsen Media Analytics Lead, “People are much more interested in how a brand is going to help the world, not just what benefits a product has to offer. Consumers are looking at what brand values actually mean, what they stand for and their practical application.” Actions always speak louder and more believably than words alone.

Leaders across the globe should be asking: how do we propel and harness the power of our brand as a force for purpose that creates deeper meaning and societal benefit?

  • Brands should declare a clear point of view and create inclusive spaces of belonging.
  • They should also provide an opportunity for people to make a difference, while securing the greatest opportunity to generate impactful meaning in the world.
  • This commitment acts to galvanize both users and employees.
  • Now more than ever, leaders and decision-makers should cultivate a workforce while serving consumers in a way that requires the brand to stand for more than just profit.

The oldest millennials are entering their 40s, while Gen Z is carving its own unique space in the working population. The traditional hierarchical structures – two-week vacation policies and in-office incentives that are linked to growth – are no longer motivating enough to join an organization. The new generation of workers values higher purpose before profit.

Why are brand mission and values rising in importance to people?

Cultural change sits at the foundation of how these changes manifest and how consumers think – an important consideration when deciding how best to frame marketing strategy and communications effectiveness.

We are witnessing a cultural evolution. It first started in the early aughts following 9/11 when the disruptive shock to the nation caused people to re-evaluate their priorities and focus on relationships, family and values over other lifestyle and career considerations. Simultaneously control in the brand-to-consumer relationship was shifting entirely away from companies.

The Internet served as a fantastic enabler of consumer awareness and learning that also exposed the weaknesses of conspicuous consumption.

Dawn of the relationship economy

Underneath these cultural moves came a transformational change in the brand to consumer relationship, now taking on the characteristics of what we treasure in our human relationships – trust, meaning, reciprocity, values, investment, care and consideration for others.

Simply said, people want to be part of something greater than themselves. The search for deeper meaning was fully underway and with it came the initial priority placed on health and wellness and how choices will impact their quality of life.

Brands today must act as guide, coach, trusted advisor and enabler to consumers on their life journey. Yet more often than not, we find marketing strategies still anchored in self-promotion of product feature to benefit, embedding the brand communication with a systemic disconnect due to the weakness in consumer relevance.

The next evolution coming in 2022 – societal change and sustainability

Meanwhile trust in government as a catalyst for societal change has also diminished. Consumers now believe that companies are in a unique and better position – and have an inherent responsibility – to enact positive societal improvement.

Chief among these concerns is the hyper-focus on sustainability that has morphed into more specific questions about how companies source materials, ingredients and how they operate in a way that mitigates carbon footprint rather than contributing to the emerging chaos of climate change.

What should you do?

  1. First and foremost, refine and optimize your brand’s higher purpose platform. Profit is not a purpose. A human relevant and meaningful purpose is a purpose. This isn’t a call for philanthropy. Instead, it is about anchoring the business in a mission reflected through how the entire organization operates that is centered on the consumer and the changing world around us.
  2. Insight research will be required to better understand the specific details of what your best users care about, what areas of sustainable performance matter most, what needs they prioritize on their life journey and what barriers stand in the way of their success and achievement.
  3. Operationalize your policies, sourcing, behaviors, standards and commitments to achieve alignment with your stated mission and your commitments to sustainability readiness.
  4. Reconsider the entire brand message map to optimize the focus on your consumers’ needs, their desires, how you can help and support them, ahead of a linear trip into feature/benefit selling. The product message can be woven into the narrative. But it should be crafted within the coaching and guidance paradigm rather than straight self-promotion.
  5. Bring social channel strategies into clear alignment with this strategic approach. Social is exactly that – an area for users to share experiences, ideas, concerns and success stories. Too often we find social treated as a monologue of outbound product selling rather than a community founded on conversation. Your social content platform should be built around engagement not just selling. This is harder to do than it appears.
  6. Looking ahead, recognize the significance and importance of cultural change and the related dynamics of consumer attitude shifts that will be reflected in behavior changes. Things are evolving at a faster pace now and staying on top of this is vital. There is no such thing as resting on your laurels.

Evolution. Change. Transformation. Speed and Humanity should all be held close.

What do you think 2022 will bring in changes and shifts to strategy? Use this link to share your views. We will publish the observations and comments in an upcoming post on 2022 marketing best practices, as envisioned by you, our valued readers.

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 is Not a Department

Marketing is Not a Department

November 17th, 2021 Posted by Agency Services, CMO, Content Marketing, Differentiation, Emotional relevance, engagement, Higher Purpose, Human behavior, storytelling, Strategic Planning, Sustainability, Transformation, Transparency 0 comments on “Marketing is Not a Department”

Company beliefs and behaviors impact business strategy

Your entire organization comprises the marketing platform now. Your higher purpose, mission and belief systems will impact your company’s marketplace behaviors and status. Operations, supply chain policies, manufacturing and employee commitments influence how consumers and stakeholders perceive your brands and resonate to your business.

Marketing is no longer a department. The entire enterprise is integral in the strategic game plan to get and keep a customer. It is time for leadership teams to acknowledge this insight and take the strategic planning silos down in the interest of improving the organization’s growth and advancement plans.

Still a department?

An objective assessment of many CPG and food retail businesses would conclude that marketing operates as a department, likely down the hall from sales and human resources. This compartmentalized organizational structure has been cast in stone for eons. It came to be in the command-and-control era of business management. That condition, however, has changed forever. In the age of consumer control, it is vital that customer-centricity reigns as the operating philosophy governing how companies organize for success.

  • Our challenge to you – it is time to reconsider how the business is assembled when you know your thinking and planning will be influenced by how the customer is prioritized (or not) in the hierarchy of business operations and policies.

Traditionally, marketing has owned responsibility for interpreting consumer insights, developing brand communications strategies and product promotion intended to sell more product to consumers. Marketing was usually seen as the alchemy of awareness and persuasion linked to driving the sales funnel from consideration to purchase among increasingly elusive users.

  • Consider this: now, literally every aspect of how a company behaves, makes decisions, its belief systems and values, how operations unfold – literally everything from the factory floor on up has a role to play in the organization’s ability to get and keep a customer.

If this is true, then every discipline within your company is involved to greater or lesser extent in the activity of marketing, whether it’s acknowledged or not.

Attracting and retaining customers will happen in direct proportion to the organization’s ability to operate fully in service of customer needs and wants. If your company ultimately exists to get and keep customers then increasingly this requires not only a single-minded focus on user aspiration, but also a robust frame for corporate citizenship in an increasingly issue-driven business environment.

Sustainability is a generational-level challenge that will influence every aspect of how you plan and succeed as a business

How well employee practices, operations, supply chain, manufacturing, and policies drive ESG and carbon footprint commitments is integral to successful marketing outcomes.

The marketing mission, therefore, isn’t just refining communications strategies focused on showcasing products and services, the entire proposition must embrace how the organization best operates in service of people and the greater good.

Higher Purpose is not a marketing program

Your company is a living, breathing entity. It is no longer just a machine designed to generate and sell products at a profit. It exists to be influential in your customers lives and to make a difference in addressing some of the most challenging conditions ever faced by humanity.

Your company’s mission, beliefs, values and purpose fly above the legacy goal of generating shareholder returns. When purpose and mission are viewed in this context, it contributes to a revelation that the entire enterprise informs how your offering is perceived. It impacts how consumers interact with your brands, what your narrative is and how you contribute in tangible ways not only to their lives but also the planet’s welfare.

A purpose-led organization will operate with greater clarity and intention. The mission acts like an anchor of deeper meaning where employees and customers alike join the business as advocates and believers, not just participants in a transactional process.

Getting and keeping the customer

For decades, the food and beverage business was largely driven by taste, price and convenience.

  • The technology to enhance and deliver taste and eating experience is refined and is now table stakes.
  • Price is a relative term that moves up and down in relation to a sense of economic prosperity or uncertainty.
  • Convenience has been flipped on its head as e-commerce facilitates friction-free shopping and culinary culture holds sway over 1970’s box and can food culture.
  • Consumers care more now about values, transparency, health and wellness, supply chain commitments, animal welfare, sustainability practices, empathy, unselfishness and employee treatment.

Attraction and engagement depends now on the company’s ability to participate as a positive force in their lives and society. To market itself successfully all corners of the organization should operate like a well-tuned symphony that authors credibility and trust.

So marketing is not a department. It is the nerve system of the organization constructed to operate in service of customer aspirations and goals. This will make strategic planning a team exercise to identify barriers to productive growth and remove them. In its place is a flatter organization that empowers team members who contribute to helping the entire enterprise meet its mission obligations and build relevance.

HERE is a link to download our two-page summary of what Emergent is and does. We encourage you to take a look and let us know if you are interested in exploring a fresh perspective on how your organization and brand can optimize its growth strategies. We can help you craft and tell an improved 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.

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