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Reach Is Overrated

filed in Brand Story, Brand Strategy, Marketing

Kate Reid wasn’t expecting people to drive across town to wait in long lines when she first started rolling croissants in her tiny Elwood bakery. She wasn’t making pastries for everyone—just for the kind of people who believed and valued what she believes. Everything could have changed when she moved to her-state-of-the-art bakery in Fitzroy. But Kate built Lune for resonance, not reach. The success of her second store, which opens in the city next week, will be not be dependent on convincing most people to come. Kate’s croissants are not for everyone.

Many of the ideas we have grown up with only succeeded at scale. In the past businesses talked about cornering the market as if there was only one market. When production and marketing costs were prohibitive, that market had to be most people. While many businesses need millions of customers to thrive, most businesses don’t. And yet we still market as if we’re trying to reach every single person who happens to be passing by.

Reach does not always result in resonance. Resonance is what you’re aiming for.

You don’t need everyone. You just need the right people.

Who are your right people? Are you marketing to everyone or just to them?

Image by Andrew Xu

Readiness Is Underrated

filed in Brand Strategy, Marketing

Even though traditional advertising is becoming less effective, it can still teach us about timing. The best marketing messages remind the right people about something they already want to do at the right time. So the millinery advert in the fashion magazine reminds women that it’s spring racing season in November. In December we’ll see more ads for cheap flights to get us to family holiday gatherings. By January the billboard outside the gym will be advertising slimming supplements and diet drinks.

People buy products that help them to do the things they want to do and become the kind of people they want to be. Marketers often work against this truth. They try to convince people to do something they don’t want to do or be someone they’re not ready to be.

What’s uppermost in your customer’s mind today?

Image by This is Edinburgh

The Obvious Advantage

filed in Brand Story, Brand Strategy

The owner of our local organic store has built a thriving business. It’s the go-to place for people from the suburb who are happy to invest in a story about the benefits of eating well. He’s recently opened a new store in another suburb but hasn’t been able to replicate the success of the first. One of the sales assistants I spoke to has a theory about why the second branch isn’t doing so well. It all comes down to the story people believe before they set foot in the store.

It’s obvious from the street that store one sells health food and sustainable products. Everything from the location, signage and ambience gives a prospective customer clues about what to expect when they get inside. The second branch is bigger than the first. It has a cafe located at the front. The interior design is sparse and industrial. The products aren’t visible until you’re deep inside. It looks and feels just like any other grocery store and cafe. The result is that people are confused about what the place is and who it’s for.

If we build it, they will come—but only if we’re explicit about who it’s for and why it’s for them.

Image by Sascha Kohlmann

Just Because You Can

filed in Brand Strategy, Success

The role of the hotel concierge can be a challenging one. The concierge has to think on his feet. He must immediately earn each new guest’s trust, give people what they don’t always know they want and solve problems on the fly. Some people are better at this than others.  The good concierge knows the answers to questions that could be found in a couple of Google searches. But those well-worn answers are not the ones that transform a good experience into a great one.

A gifted concierge will offer answers to the questions that the guest hadn’t thought to ask. He will empathise, anticipate and delight—going out of his way to be creative and do work he’s proud of—just because he can.

It’s possible in every job to learn your lines, stick to the script and offer the required solution. Nobody will question your competence if you show up on time, put in the hours and don’t make mistakes. But the work that’s most appreciated and valued now isn’t simply the compliant or the competent—it’s the creative work you do, not because it’s required, but because you can.

Image by Jane and Phil

The Story Of Successful Ideas

filed in Brand Story, Brand Strategy, Marketing

Every product or service that becomes the backbone of a thriving business succeeds because it enables someone to do something they want to do, but can’t do.

Before Keep Cup, millions more disposable coffee cups ended up in landfill.

Before Stripe, it was more difficult for people and businesses to receive payments over the internet.

Before Zumba, exercising was less fun.

Before Shopify, launching an online store was costly and complicated.

Before Blue Apron, putting a home-cooked meal on the table was more time-consuming.

Before Amazon, shopping online was less convenient.

Your product should bridge the gap between your customer’s imperfect present and her imagined future. And your marketing must tell the story of how her life will be changed in the presence of your product. Who is your customer before she encounters your product, and who is she after?

Image by Jinn

Good Is The New Average

filed in Brand Story, Brand Strategy, Marketing

Meeting expectations was once enough to mark a business out. If every meal was served piping hot, served in a timely fashion, with a smile—the restaurant owner won. Now, efficiency is expected. It’s the minimum requirement for operating any business.

Good is the new average. Only the exceptional will survive and thrive.
Your goal isn’t just to satisfy customers. It’s to give them a story to tell. What is that story?

Image by Frédéric Poirot

Making Sense Of Nike’s Controversial Ad Campaign Decision

filed in Brand Story, Brand Strategy

Unless you’re an American football fan, you probably hadn’t heard of Colin Kaepernick before August 2016. Kaepernick, an African American, was a quarterback for the San Francisco 49ers when he was propelled into the media spotlight for choosing to sit (then later kneel), during the United States national anthem at the start of NFL games. Kaepernick was protesting racial injustice and alleged police brutality towards African Americans. His controversial actions divided the nation.

In a proud and patriotic country, Kaepernick’s protest was seen by some (including the president) as an insult to the flag and its military. To many, he became a hero. Despite the controversy surrounding Kaepernick ‘taking a knee’ during the anthem, other players followed his lead. Their pregame protests began to dominate the news during 2017 when the country’s president publicly criticised the players’ actions. Ultimately Kaepernick, who was thrust into the international spotlight, as a result, paid a heavy price for his activism, opting out of his 49ers contract early because he believed they did not intend to renew it. At the time of writing, he has yet to be signed by another team.

On 3rd September 2018 Nike revealed their new advertising campaign, featuring Kaepernick. The words, ‘Believe in something. Even if it means sacrificing everything,’ followed by Nike’s, ‘Just do it,’ slogan, appeared on billboards across America. The reaction in the media and on social media was immediate. People who were deeply opposed to his stance and his activism took to social media to criticise the company. The U.S. president questioned what Nike was thinking in a tweet. Experts debated the wisdom of Nike’s decision to make Kaepernick the face of their campaign. Analysts watched the company’s share price and sales—looking for confirmation that its new, seemingly risky marketing strategy had harmed their brand.

Among all the speculation and the noise, one story seemed to confirm Nike’s foolhardiness. A former Nike customer, Sherry Graham-Potter posted an open letter to the company on Facebook, objecting to their portrayal of Kaepernick as a hero. In the letter, she wrote about how her life had been devastated the night her husband, a police officer, was killed by a vehicle while in pursuit of a suspect on foot. The couple had only been married a month. Their two young sons (from her previous relationship), who her new husband had raised as his own were bereft. Mrs Graham-Potter went on the describe how her husband’s death had left her broken. She couldn’t eat. She barely left the house. Then she told the story of the moment when she found the courage to go on. Even as she was grieving, Mrs Graham-Potter realised she had to do something. She had to move her body. So, she put on her Nike cap and went for a short run. For those few moments on the road, she felt like a ‘normal person’, and that feeling kept her going.

Here’s some of what she wrote;

“That black cap became a symbol to me, it is sweat-stained and its shape is gone, the buckle in the back barely closes; but that hat represents my family’s rise from the ashes. It stands for the strength and the sacrifice we made loving a man who had a job that we all knew could end his life, every time he walked out that door. And it did. And I accept that.

I still wear this hat, I wore it on my run this morning.
And then I heard about your new ad campaign.”

I quote Mrs Graham-Potter here, to show how the campaign divided Nike customers. But also to point out that what the Nike brand symbolised for her at her lowest moment aligns with the company’s mission. And to perhaps shed some light on the reasons why Nike was willing to take the risk of making Kaepernick the face of their campaign.

Nike’s mission is, ‘to bring inspiration and innovation to every athlete in the world.’ The company’s conviction is that they have the power to change how people feel about what they can achieve when they wear the Nike logo. Shelly Graham-Potter’s heartfelt words about how she gained strength from that Nike hat likely gave the team at Nike the courage to weather the storm surrounding the Kaepernick campaign. Nike’s decision about what story to tell was based on their beliefs about who they are as a company and the change they’re here to create for whom. They followed through on that, knowing that their decision would polarise people.

Marketing analyst, Professor Scott Galloway, declared Nike’s decision as ‘genius’—the ‘most gangster marketing move of 2018’. According to Galloway, the Kaepernick campaign also stacks up commercially. He estimates that of Nike’s $35 billion in annual revenue, $20 billion is generated overseas. Two-thirds of Nike consumers are under 35 years old. They are likely to live in urban areas and have above average disposable income and a progressive worldview. Extrapolating from this data, Galloway says that Nike risked $1-3billion in revenue to deepen the brand’s connection with customers who represent $32-$34 billion in revenue.

We sell storytelling short when we think of it as only the means to get attention. Stories, well-told are the way we make an emotional connection with the people who believe what we believe—which is why the most successful brand stories aren’t for everyone.

Image by Michael Casim

Thanks to Lori Fields who inspired this post.

Keep Your Eye On The Ball

filed in Brand Strategy, Success

It was hard not to get swept up by the Serena Williams, US Open final story this week. It was difficult to avoid joining the debate about how it could all have played out differently if only this had been said or that had been done.

That time spent thinking about what should have been done, meant we spent less time working on some of the important things we could have done. We took our eye off the ball for a second.
That’s what Serena did too.

Our progress in any arena depends on us taking the opportunity to fix the things we can control, instead of focusing on the one thing we can’t.

Image by Helsingborgs Dagblad

Ways To Win

filed in Success

We, the keepers of our culture, keep score. We like to measure our progress. Come out on top.
Be first. We like to win.

In our attempt to find a way to do that, we have learned to measure and value things in ways that are often disproportionate to their benefit to us. How we keep score changes the games we play, the businesses we build and the societies we are part of.

How we play changes us.

Winning is never only about coming first.
We are how we win, not that we came first or who we beat.

Image by Luna

The Art Of Differentiation

filed in Brand Story

One day you will find a design you laboured over, taken and copied or several lines of copy you crafted, used and unattributed. And you will rant and rave until you realise, that there are things you can say and do that can’t be copied because those things are only true for you.

We spend billions of dollars every year trying to differentiate ourselves and the things we make serve and sell, often ignoring that what makes us different is the thing that’s closest to home. The truth that nobody else can own. The closer you can get to owning those truths, the more differentiated your brand will be.

Image by Michael Coughlan

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