The Blake Project, the brand consultancy behind Branding Strategy Insider, delivers interactive brand education workshops and keynote speeches designed to align marketers on essential concepts in brand management and empower them to release the full potential of the brands they manage.
As the downtown areas of major metropolitans reclaim popularity and no small element of retail cool amongst the citerati, more and more globally scaled brands are scaling up their physical presence with impressive and expensive flagship stores that literally showcase who they are and what they have to offer.
It’s tempting to see these stores as shops. Yes, they often provide a shopping function (which in itself differentiates them from pure-play concept stores) but the best flagships add a new dimension of physicality to a brand. They define in materials, aesthetics and by location how a brand wants to be seen in the world. At some level they complement the expansive digital presences of today’s global brands. They can also be an effective countering strategy in sectors where there is an increasing trend towards direct and/or online channels. They provide a new reason to shop live.
Done well, a flagship store expands on a brand’s experience with an uber-cool environment that is inspiring and relaxing, and that offers distinctive ways to interact that add to the consumer’s visceral understanding. The Starbucks store in Amsterdam for example functions as a “coffee lab”: a place for the brand to introduce and trial new brewing methods and new blends, try out new layouts and host events/launches. The research value of such a venue is obvious. But just as importantly, the store is a statement of Starbucks commitment to coffee – to its customers, to the wider world and of course to its competitors.
As brands increasingly frame themselves as ways of life, flagship stores are the new High Street gathering points; bold environments in high footfall areas where people with similar aspirations and viewpoints can congregate or pass through. In effect, they are a tangible meeting point for a brand’s population to see the brand and see each other. (The social reinforcement of such gathering points is easily played down but it’s important to remember that venues have a powerful effect in defining people’s view of ‘who they run with’.)Read More
I’m dismayed by how frequently the conversation around content seems to devolve to quantity and tactics. That’s hardly surprising in some ways because of course the two are quickly linked. When everyone’s using the same tactics, quantity starts to look like the only differentiator.
Too many brands are in love with frequency. But you don’t build a deep and storied brand purely by posting and retweeting with gusto. Roel De Vries, Corporate VP, Global Head of Marketing, Communications and Brand Strategy, at Nissan Motor Co. summed it up really well in an interview with Jennifer Rooney when he said that the biggest challenge facing marketers in his opinion was getting all the opportunities available to brands to drive up to something bigger. The risk, he says, is that brand managers go after shiny objects and measure them by things that are not important to customers.
Nissan’s countering that temptation, he continues, by setting its storylines, by deciding what it’s not going to talk about as much as what it is, and by adopting a longer term view. “If you go after clever ideas,” he says, “there’s a lot you can do, but it probably won’t lead to anything bigger.”
I agree completely. Story is more than random content. In a world replete with content, what really counts is the content that systematically and insightfully builds your long story.
Sponsored By: Brand Storytelling Workshop Series
Branding Strategy Insider is a service of The Blake Project: A strategic brand consultancy specializing in Brand Research, Brand Strategy, Brand Licensing and Brand EducationRead More
Every brand manager would like to believe that the world will love their brand. Given how much time, energy and experience they pour into trying to make that happen, that seems like a reasonable hope. But, as Douglas Van Praet observes in a recent Fast Company article, consumers are far from inclined to feel that way. “The human truth is no one wants to connect emotionally to your brand … People want to be [led] to a better life not bond with companies.”
We could debate whether people want to be led at all, but there’s little dispute that, in the light of this idea, brand loyalty is probably not what most brand managers have talked themselves into believing it is at all. If Van Praet is right, consumers are not loyal to a brand. Not really. Buyers are most loyal to the feeling that a brand evokes in them and in those around them. The emotion sways them. Perhaps the company reassures them, but it’s the feeling they keep coming back for.
Loyalty is connected with the hopes people have for their lives, not the companies themselves. People are inclined towards stories and ideas and changes that brands articulate that stimulate them and that attract their interest. All of this flies in the face of how brand managers rationalize what they do: that people identify with the brand; that awareness evokes loyalty and familiarity generates action. The thing is, maybe buyers aren’t really looking for the company when they look for the logo – perhaps they’re looking for a sign that the emotion they treasure is present.
This further suggests that brands that communicate but fail to bond people to ideas may not have achieved anything like the levels of loyalty that they think they have. They may get a response – but if Van Praet is right that response is triggered by other reasons: convenience; price; happenstance … Buyers may be moved by a stimulus to act. That does not mean they are hooked into the brand. Contact, even action, is not persuasion.Read More