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.
It is an indisputable fact that purchasing in product and service categories obeys the law of Double Jeopardy. This is – stated at its most simplistic – an empirical generalization that higher market share brands achieve stronger customer loyalty than lower market share brands in the same category. But the thing that always intrigues me is whether all brands obey the Double Jeopardy law to the same degree all of the time.
Take pretty much any data set at a point in time and plot brands on a graph comparing a penetration metric with a loyalty metric, and you will find a consistent relationship between the two; the higher a brand’s penetration the higher the loyalty. The metrics could be awareness and claimed trial, familiarity and favorable brand attitudes or actual penetration and repeat purchase, and the pattern will be there and favor the bigger brands. The obvious conclusion to be drawn from Double Jeopardy is that to grow market share, a brand must first grow its customer base.
But Double Jeopardy only holds if brands are broadly substitutable and appeal to the same target audience. And having spent more time than I care to think about looking at brand scatter plots like the one described above, I have noticed that some brands manage to break away from the category relationship. A few appear to do so on a consistent basis, and others do so only temporarily. Brands that manage to achieve a higher loyalty than is predicted by the category relationship tend also to be the ones that have managed to innovate, and create a perception of meaningful differentiation versus the competition. The ones that fall short tend to be premium brands that have lost their differentiation.
This observation makes me wonder if over time brands tend to revert to the category mean. In other words, from time-to-time brands find a way to innovate – either tangibly or intangibly – creating meaningful differentiation that allows them to command more loyalty than their size would normally dictate. But competitive pressures then erode that advantage, returning the brand to the category norm.Read More
One of the consistent findings from ad pre-testing and tracking research is that bits of ads go missing from people’s memories. A key reason for this finding is that our brains can’t deal with too many concepts at one time. I am not just speaking for myself, there is plenty of evidence that our conscious work space is limited, and things that don’t make it to our conscious attention, get forgotten.
So how does this memory loss happen? It all has to do with how our brains work. Our brains are incredibly good at focusing our conscious attention on things that are emotionally charged and relevant to us, and ignoring everything else.
Think of the “cocktail party” effect, where we can suddenly hear our name being mentioned across a crowded room, even though we were not previously conscious of that specific conversation taking place. The use of our name – something emotionally charged and relevant to an individual – implies the conversation could be important to us so our conscious attention is drawn to it.
The downside of the “cocktail party” effect, is that the conversation we were having with the person next to us, gets ignored for as long as our attention is distracted. A few seconds later, we suddenly realize we have no clue what the other person was saying to us.
The same sort of effect takes place in video ads. Our attention gets directed to interesting and enjoyable aspects of the ad – the emotionally charged and relevant bits – and that distracts our attention from other elements. No attention, essentially means no memory.Read More
John Costello, president of global marketing and innovation for Dunkin’ Donuts, has not yet read my new book, The Meaningful Brand, but his comments at the Association of National Advertisers’ Masters of Marketing conference (ANA), as reported by Karl Greenberg in the Media Daily News, certainly makes it sound like he has.
The idea at the heart of The Meaningful Brand is that marketers must know what it is about the experience of their brand that makes it different from the alternatives in the eyes of its consumers, otherwise they risk seeing the brand commoditized. It does not matter how salient your brand is if consumers do not appreciate what it does for them – functionally or emotionally – or cannot justify choosing it over the available alternatives. The more succinctly you can identify your brand’s meaningful difference the more effective your marketing is likely to be.
Costello seems to agree. Part of his message at the ANA was that if marketers can’t say what the brand is in a sentence or two, it will get lost. Costello states that Dunkin’ Donuts has a real clear point of differentiation which he sums up as, “how everyday folks who keep America running keep themselves running every day.” While Costello does not break down Dunkin’ Donuts meaningful difference his commentary lines up nicely with the framework detailed in the book.
The Meaningful Brand explores four component parts of a meaningfully different brand experience: purpose, delivery, resonance and difference.Read More
Though times have changed, the foundational principles of good marketing have not. People still value things that they find meaningful and are predisposed to choose things that stand out from the crowd. Strong, profitable brands are meaningful to their consumers, perceived as different from the competition and are more salient – they come to mind more quickly and easily than the alternatives.
Brands exist in consumer’s minds as a network of associations and feelings. Marketing should seek to shape, enhance, and strengthen motivating associations, the ones that will lead to financially valuable behavior – a predisposition to buy the brand, pay the price asked, and a willingness to buy it again. To do that, however, marketers must see the world as their consumers do, not through the lens of personal objectives and experience. Market research of all kinds will help inform that viewpoint, but only if marketers are willing engage with that research to identify the opportunities to make their brand more meaningful and valuable to its consumers.
Importantly, however, the understanding of the brand’s meaning must be shared across all corporate and agency stakeholders in order to architect an experience that exemplifies its purpose. A clear, succinct statement of what makes the brand meaningfully different in the minds of its consumers is the standard against which all actions should be judged. Does an action enhance that meaning or dilute it? Failure to align the brand experience with expectations created in marketing communications will only undermine the long-term value of the brand as disenchanted consumers tweet their discontent and walk away. Successful alignment will result in satisfied consumers who are more than willing to advocate a great brand experience and pay for it.
Excerpted from my new book The Meaningful Brand with permission from Palgrave Macmillan publishing.
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In a letter to Jean-Baptiste Leroy, Benjamin Franklin commented on the likely permanence of the U.S. Constitution, saying “In this world nothing can be said to be certain, except death and taxes.”
This is an adage that marketers would do well to remember. Just as there are no certainties in life, there are no certainties in marketing. When marketing a brand, the best we can hope for is to maximize the potential of a positive outcome and minimize the risk of a negative one. We cannot ensure that someone sees our ad, follows our brand on Twitter, or ends up buying it; we can only create the conditions that maximize the probability that they will do so. We cannot guarantee success, if for no other reason than the fact that our actions do not take place in a vacuum. Not only must we identify a compelling strategy and execute it well, but we must also do so better than the competition, who will be working just as hard to undermine our efforts.
To maximize the probability that people will buy our brand, we need to start by identifying what makes the brand meaningful and different. Meaningful differentiation is most powerful when it is tangible and functionally based. The Toyota Prius, the Nintendo Wii, and Red Bull are all brands that created new categories, outside the established norms of their product category. By stepping outside the bounds of their categories, these brands created a space that they can call their own. Their advantage may not last, but the Nissan Leaf, Microsoft’s Kinect for Xbox 360, and Hansen’s Monster Energy not only have to deliver a compelling product experience, but they must also overcome mental barriers to competition. Being salient – first to mind when a need arises – has always been a powerful driver of sales, and being known as the category creator is a powerful way to gain that position.Read More