October 22nd, 2014
By Chris Wren
Customers are intimately familiar with how brand excitement or brand dislike is communicated: word of mouth, written recommendations, ratings, reviews, etc. Everyone can access information about a brand’s stuff – the good, bad, and ugly.
When digital was young, we approached it with an advertising mindset. But digital media, mobile media, and social media are really three names for the same thing: a social web that is powered by human media. And anytime humans are in the mix, we need to be thinking about behavior.
Convincing people to change is a like a game, and brands that create the best change understand how games work. Sebastian Detering says, “Games are fun to play because they are designed well, not because they are games.” How do game designers do it? They craft smart, interesting choices and place them inside of the intersection where a behavioral change should happen.
Here’s a great example:
The flipside of a marketplace where brands encourage people to buy for emotive reasons is that brands also need to counter consumers’ personal reasons not to buy.
Some of these reasons may be legacy. Some may seem to be convenient self-interest. Others may look like they’re based on ignorance, bias, selfishness. They probably don’t make sense to you.
That’s important because…actually, it’s not. It’s not important at all.
The problem that matters is not your opinion of why your buyer won’t buy – it’s the fact that they have this opinion, that it’s rational to them and they have every reason to keep thinking it until they don’t want to anymore.
Chances are you won’t talk people into liking your brand. The most effective way to deal with an “unreasonable” objection is to counter with a riveting motive.
Most people think that means price. But simply dropping your price is no silver bullet. It doesn’t make you a more likeable brand. It may make you a more attractive brand – in the short term. But only until a better offer emerges.
We like brands for a range of reasons beyond what they cost: what they offer; what they stand for; how they recognize us; what others think of them; how familiar they feel; who they support; where they’re seen…Likeable brands build loyalty and affinity by leveraging how people react. They deliver based on what people value (not necessarily what they need).
“I never worry about action, but only inaction.” ~ Winston Churchill
There’s a simple, human reason why behaviors happen time and time again. We are creatures of habit and familiarity. It is much more comforting to keep hammering away at what we know than it is to stop, reappraise the problem and completely redesign the playbook.
Relentless speed and ubiquitous impatience have spawned an approach to strategy based on “not enough time”. The underpinning philosophy is that there are either not enough minutes in the day to do the thinking, or even if these can be found, the strategy will be outmoded by the time the company gets to implement it.
Wrong. It will almost certainly take far less time to strategize the road ahead than it took to get into trouble. And it will cost a whole lot less than reacting to another bad snap decision.
However, those who hate change can always fall back on a simple tactic. If in doubt, raise more doubt…
“What if it doesn’t work?”
“But it’s not working now.”
“OK, what if it makes it worse?”
We’ve all been in those meetings.
The context for cultures is changing.
In four vital ways.
Firstly – the relationship between customers and companies is shifting as social media dissolves the traditional divide between the parties. Specifically social has shifted the goalposts in terms of familiarity. Facebook, Google and Twitter have brought consumers closer to brands than ever before. And as people shift their relationships with brands, the processes that link customers with brands and their cultures are also changing. Those relationships are becoming much more interactive and increasingly they’re taking place in real time.
Actually, the underlying relationship is changing in an even more fundamental way still. Increasingly brands are transforming from individual purchase decisions to shared values or belief systems and brands are bonding with their customers on that basis. That shift has major implications for how brands organize and run their cultures. Looking forward, brands cannot expect to simply market products. And a culture cannot simply expect to service that market and the brand’s customers. A brand, its culture and its customers now not only need to concur on a distinctive belief system, but also to interact and build trust and loyalty as a community on that basis.
Secondly, and in parallel with the above, consumers now want to deal with brands that fundamentally understand them and interact with them as human beings. Really, it’s those interactions and the experiences generated by those interactions that increasingly make brands valuable. It’s then that customers decide whether they want to form a relationship with you, or they’re “just looking thanks”. If you’re a high-touch brand, it’s actually the people that make touchpoints magical.
Because of that, the role of the people within a brand is also retrending. Specifically, as quality relationships become the key decider for customers, the emphasis for people inside a culture shifts to establishing and building what they have in common with customers rather than what they are looking to get their customers to do. And as a result, it’s inevitable in my opinion that people working for a brand will transit from makers, guardians and sellers to socializers and curators.
October 16th, 2014
By Chris Wren
It’s not what you sell. It’s what you stand for.
Beyond being simple, clear and inspirational, enlightened brands should seek an elevated purpose and articulate a point of view which stands for something. It’s not about just being, it’s about meaning. Articulating brand purpose goes beyond creating a set of inspiring words, but also contributes both internally and externally to long-term vitality, richness and success. Higher purpose branding goes beyond the functional benefits provided to consumers, extending to include emotional and social benefits.
At work here is a trend JWT Intelligence calls “Mindful living” which speaks to an increased awareness that our digital lives and ‘always on’ mobile connectivity are causing us to miss out on a more present, conscious experience.
Weapons of Mass Distraction
Larry Rosen in Psychology Today coined the term “Weapons of Mass Distraction” to describe our technological obsession with smartphones. A study conducted by Pew l found 67% of young adult cell phone owners check their phones for calls, messages or alerts without any vibration or ring. Another study conducted by Baystate Medical Center in Massachusetts and University of Indiana-Purdue also studied this “Phantom Vibration Syndrome” with most participants imagining their device vibrating at least once every day.
There is no shortage of reports on how addicted we are to technology. But we’re not addicted to it, we are obsessed by it, and the most important difference between addiction and obsession is chemical. Unlike addiction, where the brain is trying to create endorphins or serotonin, etc., obsession seeks to decrease neurotransmitters that are related to anxiety (this can include elevated, excited, and positive moods). In other words, brains too wrapped up in and around technology are saturated with “downers” which runs the risk of decreasing our potential to experience joy.
Joy is the emotion which makes the feeling of happiness possible.