resilient brands workshop - building brands in the digital age
TRANSCRIPT
TextText@brilliantnoise @amayfield @digitalplanner brilliantnoise.com
Isabelle Quevilly Senior Strategist June 3, 2015
Resilient Brands
Antony Mayfield Founder & CEO
Today’s session
2:15 PM Introduction & check-in (15-min)
2:30 PM A quick story (5-min)
2:35 PM Why Resilient Brands? (20-min)
2:55 PM Brand as belief (20-min)
3:20 PM Break (10-min)
3:30 PM Brand as strategy (45-min)
4:15 PM Brand as experience (10-min)
4:25 PM Check-out & Drinks (5-min)
2
Introductions & check-in
3
A quick story…
4
5
- Brand loyalty
- Brand awareness
- Perceived quality
- Brand associations
- Other property assets
Branding was about managing brand equity (Aaker, 1991)
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- Internet is everywhere
- Everything is mobile
- Paid media is no longer sufficient
- User Generated content has appeared
- Reviews can make or break a product
Fast Forward 20 years
7
Advertising for Nike running shoes in 1995
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Social media influence
Nike arrives on my timeline via a friend
9
Infinite options, product not brand focused
And then a quick check on Google…
10
Brand communities shape the experience
Feeling more connected to one universe over the other
11
Experts and content overload
Watching a few videos to make sure I’m taking the right decision
Title Page
12
User reviews trump brand messages
Change my mind based on others’ enthusiasm for a competitor
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- Personalised styles - Detailed specs - Product comparisons - Trusted reviews - Best place to buy - Best price to pay - Special offers - Owner opinions - Social voice - Fans communities - Content - Etc, etc, etc, etc…
The empowered customer
WhyRESILIENT BRANDS?
“We live in a world that is changing so fast… a VUCA world: volatile, uncertain, changing and ambiguous… Therefore, there is a constant need to re-evaluate the way we adapt to this changing environment.”
15
Marc Mathieu, Unilever, Contagious Q3 2014
A resilient brand is more than just a logo
Resilient brands run far deeper than fonts, logotypes and tone of voice.
They are truths about how the company goes about its work.
16
Brand identity is only one part of the story
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https://hbr.org/2015/04/why-strong-customer-relationships-trump-powerful-brands
The declining value of brands (and the rise of customer relationships)
25%
20%
15%
10%
5%
2003 2005 2007 2009 2011 2013
Percentage of enterprise value
Enterprise value(Purchase price of acquired business for 100% of shares, plus interest-bearing debt minus cash acquired)
Customer value(Gauge of the worth of existing repeat customers who are known in person)
Brand value(Brands, trademarks, trade names, product names, banner and mastheads, publishing titles, domains, and other similar items owned by the acquired business)
©HBR.ORG Source - Markables
Strong customer relationships are the other part
Disruptive brands have a different approach
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An approach that can meet these challenges
20
purpose
& valuesmarketing
& comms
customer experience
What the brand says
What the brand does
What the brand is
The resilient brand framework
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What the brand says
What the brand does
What the brand is
Start with a purpose
“The decision to focus on our heritage opened up a wealth of creativity. Christopher and the designers and
marketers all started dreaming up ways
to reinforce the idea that everything we
did —from our runway shows to our
stores— should start with the ethos of the trench.”
Angela Ahrendts, former CEO Burberry
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Brand led the transformationWhen Arhendts joined, Burberry was growing at only 2% a year.
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Source - Burberry, Yahoo Finance
RevenueandOperating IncomeUS$ in millions
And digital brought it to life for customers
“We had a vision, and the vision was to be the first company to be fully digital end-to-end. The [resulting] experience would be that a customer will have access to Burberry across all devices, anywhere in the world.” Angela Ahrendts, former CEO Burberry
24
Runway to reality
Burberry kiss
Art of the Trench, 2009
Regent Street Digital flagship
Burberry Bespoke
Brand as BELIEF
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“Be interested in what people are interested in. Compete for their attention on their terms, not on yours.”
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Gareth Kay, CSO, Goodby Silverstein
Imagine your business disappeared tomorrow
1. What would the world be like without it?
2. Would it be the same? If you don't make a difference, nobody will
mourn you when you're gone.
3. And if they won't miss you then, how much do they need you now?
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Source: Cynthia Montgomery, Professor of Business Administration at Harvard and author of The Strategist,
A brand with a common purpose owns a space
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It creates value for both the business and its customers.
The #SmarterEveryday case study
#SmarterEveryday is Microsoft Mobile’s
brand position for business.
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WHAT MICROSOFT
MOBILE BELIEVES IN
WHAT PEOPLE BELIEVE IN
SMARTER
EVERYDAY
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Content strategy
Insight led
- Leaders want inspiration on productivity and empowerment in the digital age.
Relevant, evergreen content
- Practical guides to personal productivity, technology, teams, and agility.
Useful formats
- ebooks, animations, films, podcasts, blogs, workshops, events and training materials.
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Exercise: common purpose (10-min)
- Let’s get into four teams
- You can choose between two brands: Patagonia or Chipotle
- You have 10 min to find a common purpose
- Each team will present back their ideas to the group
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Patagonia (2 teams)
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?
So thrilled that @patagonia could
fix my shelled synch jacket even
though it isn't in production
anymore. #wornwear
Love my #wornwear repair so
much I couldn't keep my eyes
open @patagonia @wornwear
A fascinating look at the value
of repair in the modern
economy by @GreenBiz.
#WornWear: http://pat.ag/
1H1pfJW
Keeping warm on a chilly afternoon in
Chicago. That @Patagonia blanket is
almost 20 yrs old. #WornWear
#BetterThanNew
@patagonia founder Yvon Chouinard
talks #WornWear and why you shouldn't
by things you don't need. http://
on.today.com/1IDF1YC #BetterThanNew
We know that our business activity –
from lighting stores to dyeing shirts –
creates pollution as a by-product. So we
work steadily to reduce those harms.
Chipotle (2 teams)
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?
I'm going to eat at #Chipotle
today because I deserve it and
my tummy needs good food
during this week of Finals hell.When it comes to our food,
genetically modified ingredients
don’t make the cut.
What Makes Chipotle Pork So
Special? http://bloom.bg/
1DIezMg Hard work from our
friends @Niman_Ranch for one
thing. -Joe
Day after Day we’re committed
Safe to eat does not mean safe
to grow. Safe to eat does not
mean safe to grow! Good on ya
#chipotle for eliminating GMOs!
A good restaurant just got better!
#Chipotle Becomes 1st Natl Restaurant
Chain to Go #GMO-Free
http://entm.ag/1I0OTPe
On #Chipotle going #GMOFree!
Good for them and us, keep that
last sentence in mind tho! http://
blog.fooducate.com/2015/04/28/
chipotle-goes-100-non-gmo/ …
via @fooducate #Organic #GMO
Patagonia
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How does it translate in brand communications?
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Chipotle
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How does it translate in brand communications?
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Resilient brands understand each other
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BREAK
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Brand as STRATEGY
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Common purpose unites communications and CX
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Increase customer value
through content analytics
Not only top down
Traditional paid media team
Digital team
DownstreamActionsPilots
UpstreamAdvocacySupport
From campaigns to connected planning
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Campaign planning (PAST)
Channel planning(PRESENT)
Connected planning(FUTURE)
Dominant Perspective TV Individual channels Customer
Message Homogenous across channels Fragmented Holistic
Digital Applied as an after-thought Siloed Integrated
Planning Rigid, long lead time Ad hoc, reactionary, variable by channel Agile and ongoing
Lead Creative First Media First Creative and media together
Media buy Periodic Unpredictable Always on
Source: Forrester research Fig.107762
Case study: Zappos offers style tips on Instagram
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"Personal shopping via
Instagram - that could be
the future of our business."
Will Young, director of Zappos Labs
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Campaign planning (PAST)
Channel planning(PRESENT)
Connected planning(FUTURE)
Dominant Perspective TV Individual channels Customer
Message Homogenous across channels Fragmented Holistic
Digital Applied as an after-thought Siloed Integrated
Planning Rigid, long lead time Ad hoc, reactionary, variable by channel Agile and ongoing
Lead Creative First Media First Creative and media together
Media buy Periodic Unpredictable Always-on
For each category,
select the approach
that best describes
your brand’s current
position
Source: Forrester research Fig.107762
Exercise: connected planning (5 min)
We’ve created a tool to plan communicationsaround the customer’s decision journey
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Exercise: Nutmeg (15-min)
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BackgroundNutmeg is a new online investment management platform. They take the advantage of digital technologies to dis-intermediate the traditional financial advisor who would take a percentage to manage an investment portfolio.
ProductThe Nutmeg pension is an intelligent portfolio that’s quick and easy to set up.
Common Purpose Smarter returns all for the cost of doing it yourself.
Nutmeg: the approach
At Nutmeg, our process
is founded on three
principles: spreading
risk and opportunity,
managing a portfolio
tailored to you, and
regularly reviewing your
investments.
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Customer persona: Sean Parker (38)
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GoalsShort-term wealth enhancement.
BackgroundSean is the co-founder of a successful digital company based in the Shoreditch Roundabout. He arrived in London from California where he was on the founding team of Skype. He is a successful city dwellers owning an expensive house in Angel. He has an 18-months old daughter. Sean is an urban cool (group O), he recently obtained an MBA from LBS. He enjoys reading the Financial Times and contributes to WIRED regularly. He has a membership at the Whitechapel Gallery and invest in art pieces he finds at the Red Gallery where he is a friend of the owner. He echoes the vibrancy and diversity of urban life. His household income is £ 175,000.
Use of digitalHe’s a very active digital user, the most cultured group of web users in the UK. He’s an early adopter of new sites, consuming and contributing to online and social media. He regularly shops online and is an active user of social media sites like LinkedIn. He qualifies himself as an online trader.
Creating a connected plan for Nutmeg
Objective To get Sean to start a pension fund with Nutmeg with a one-off cash investment of £30,000.
We are creating 4 teams, each in charge of one step of the CDJCONSIDER, EVALUATE/BUY, BOND, ADVOCATE
Each team explores two areas to complete the objective:- Customer needs: what is the customer doing at this time, what are his
needs? Describe what the customer feels, think, do at this stage of the
customer decision journey, as well as the context.- Brand message: How could the brand tap into that moment to engage with
the customer? How can you engage with the persona at this stage?
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Let’s go through the flip charts(2-min per team)
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Customers’ needs Brand message
CONSIDER
EVALUATE / BUY
BOND
ADVOCATE
Survey results: where’s the room at?
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Campaign planning(PAST)
Channel planning(PRESENT)
Connected planning(FUTURE)
Dominant Perspective TV 3 Individual channels 17 Customer 4
Message Homogenous across channels 3 Fragmented 12 Holistic 4
Digital Applied as an after-thought 7 Siloed 11 Integrated 7
Planning Rigid, long lead time 6 Ad hoc, reactionary, variable by channel 12 Agile and ongoing 6
Lead Creative First 10 Media First 6 Creative and media together 6
Media buy Periodic 6 Unpredictable 8 Always-on 3
Brand as EXPERIENCE
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Positive digital experiences drive loyalty and advocacy
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A recent survey by Accent found that customers that have a
positive digital brand experience are:
- 80% more likely to make additional purchases
- 27% more likely to join a loyalty programme
- 79% more likely to tell family and friends
- 36% more likely to write online reviews
- 32% more likely to subscribe to email updates.
Discussion: digital brand experience
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50%
20%
25%
0%
5%
Where is your brand most visible today? Are you weak in any particular area?
Case study: automotive Identify customer conversations across the CDJ
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CDJ stage Example mention
Consider [I’m/we’re] [thinking/considering] of [buying/testdriving] the [BRAND]….
Evaluate [I’m/we’re] [considering/comparing] of [buying/testdriving/switching to] the [BRAND] model X or [OTHER BRAND] model Y….
Buy[I/we] just [ordered/purchased] [BRAND]…
OR
[I/I am/we’re] about to [buy/purchase/drive home in/drive away] in/a [BRAND]…
Bond/enjoy[my/our] [BRAND] is [the best/fantastic/amazing]…
OR [great/amazing/fantastic] [support/customer service/service] from the [BRAND]
[sales team/garage/service centre]
Advocate[I/we/highly/absolutely] [recommend/suggest/advocate] the [BRAND]….
OR [you should/definitely] [buy/try/test drive] the [BRAND]
*this table only shows illustrative examples, full Brandwatch rules include additional qualifiers and filters and are included in the appendix. Brand, organisational and
Facebook page accounts were excluded from audience data.
Volumes across the customer decision journey
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*Data has been filtered to show only Facebook, Twitter and forum mentions and to exclude brand, page and organisation accounts on Twitter and Facebook.
0
200
400
600
800
1,000
1,200
1,400
Consider Evaluate Buy Bond/Enjoy Advocate
Jaguar
Land Rover
Mercedes
Audi
BMW
Car brand 1Car brand 2
Car brand 3
Car brand 4
Car brand 5
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*Data has been filtered show only Facebook, Twitter and forum mentions and to exclude brand, page and organisation accounts on Twitter and Facebook.
Once normalised, the data says a new story:
-120%
-80%
-40%
0%
40%
80%
120%
Consider Evaluate Buy Bond/Enjoy Advocate
Jaguar
Land Rover
Mercedes
Audi
BMW
Car brand 1Car brand 2
Car brand 3
Car brand 4
Car brand 5
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Case study: ASOS - adding value through the digital experience
A positive digital brand experience creates value for both the customer and the brand
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“Digital has to be the way we can tell our story, build our brand and have a relationship with our customer.”
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Adam Brotman, Chief Digital Officer, Starbucks
Conclusion: Shift from innovation
to transformation
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Case study: Netflix - a distinctive customer-first business
Understanding customer needs has been part
of Netflix’s business model since the days of
DVDs by mail.
Netflix has been through constant
transformation since its inception, its part of
its DNA.
63
“The goal is to become HBO faster than HBO can become us.”
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Reed Hastings, Netflix CEO
From To
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Resilient brands have a different approach
©HBR.ORG Source - Constellation research inc.
Brand
The Hierarchy of growth business needs.
It’s the traditional business hierarchy of needs, but flipped on its head.
Strategic differentiation
Revenue growth
Operational efficiency
Regulatory compliance
©HBR.ORG Source - Constellation research inc.
Brand
The Hierarchy business needs.
How most organisations allocate priorities.
Strategic differentiation
Revenue growth
Operational efficiency
Regulatory compliance
Managing a brand identity is not enough to create and maintain a great brand in today’s fast changing and connected world.
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