The renaissance brand
135
The Renaissance Brand
Transcript of The renaissance brand
The Renaissance Brand
You know all of these…
Climate change
Social (ir)responsibility
Inequality
Mass protests
Consumer power
The end of privacy
Me me me generaDon
The feeling is that the world is changing – and the pace of change is
accelera&ng
Source: Nicholas Felton Tech adopDon is acceleraDng
…while we (that is, marketers) are leJ behind
The gap is actually geKng wider
How do you build a brand in such a world?
The Vitruvian Man is a drawing created by Leonardo around 1490. It is accompanied by notes on proporDons based on the work of the ancient Roman architect Vitruvius. The image epitomizes the blend of art and science during the renaissance.
Renaissance Man A person whose experDse spans a significant
number of different subject areas; such a person excels at mulDple fields of arts and sciences, and draws on complex bodies of knowledge
to solve specific problems.
This is the age of The Renaissance Brand
Renaissance Brand A brand with experDse that spans a significant number of different subject areas; such a brand excels at mulDple fields of arts and sciences, and draws on complex bodies of knowledge
to create context in people’s lives.
You need to know…
Technology
Psychology
Design
Story-‐telling
As well as many other disciplines
MathemaDcs
Physics
Environmental studies
History
Economics
EducaDon
Entrepreneurship
Law
Technology
Maybe that’s why it’s so difficult for many brands to transiDon to a digital world
How was digital adopted by marketers?
Banners
App
Viral video
A product-‐oriented approach based on herd mentality
One thing is missing
Banners
App
Viral video Strategy
Consumer behavior & needs
Digital/tech assets
Business objecDves
A strategy that combines 3 vectors, incorporaDng business and tech to deliver superior consumer experiences (= contexts)
This is not DIGITAL strategy
It’s strategy for a digital world
There’s a difference. Offline/physical businesses that build a “digital” strategy get blindsided by companies that simply think digitally (e.g., because they are naDve to it) – see Best Buy vs. Amazon.
It means understanding the most basic tenets of a digital world
Free or “free”
Network power
Real-‐Dme
Beta
Data & big data
Google economy
Private vs. public
SoJware layer
P2P
…understanding how technology can transform your business
Source: Cap Gemini
Free or “free”
Network power
Real-‐Dme
Data & big data
Google economy
Private vs. public
Beta
So#ware layer
P2P
Let’s look at soJware layer. A soJware layer consists of the technological interfaces used to interact with the product or service, whether by consumers, businesses, applicaDons or other devices (APIs, machine to machine communicaDons/Internet of Things, data collecDon and analysis etc.)
Nike + Apple
Nike, Apple unite to create Nike+iPod May 24, 2006 Nike and Apple said Tuesday they have formed a
partnership to create a line of Nike+iPod products. The first product will be the Nike+iPod Sport Kit, a wireless system that allows Nike+ footwear to communicate with iPods via an in-shoe sensor and a receiver that attaches to an iPod. The Sport Kit will provide users with information on time, distance, calories burned and pace, which is stored in and displayed on the iPod screen; real-time audible feedback also is provided through headphones. Accessories will enable consumers to access iTunes. …The Kit is expected to be available… for a suggested retail price of $29. The new Nike+ Air Zoom Moire is the first footwear designed to talk to an iPod. Nike plans to make many of its leading footwear styles Nike+ ready, connecting millions of consumers to the Nike+iPod experience. “We’re working with Nike to take music and sport to a new level,” Steve Jobs, Apple’s CEO, said in a statement. “The result is like having a personal coach or training partner motivating you every step of your workout.”
Who thought a shoe could interact with the world? With you?
Psychology
People 48
The problem with people
There are several
People don’t behave like they say they do
“The consumer does not behave as they say, they do not say what they think, and they do not think what
they feel”
People don’t KNOW why they behave like they do
We assume that people are aware of their own
behavior/needs/moDvaDons
…and that they can describe it to others
Both assumpDons are simply, unerly wrong
Jean-‐Mar1n Charcot (1825 – 1893) was a French neurologist and professor of anatomical pathology. He is known as "the founder of modern neurology" and is "associated with at least 15 medical eponyms", including Charcot-‐Marie-‐Tooth disease and amyotrophic lateral sclerosis. Charcot has been referred to as "one of the world's pioneers of neurology".
In one of his research sessions, Charcot hypnoDzed a paDent, gave her an umbrella and asked her to open it. When released from her hypnosis, she was surprised to find that she was holding an open umbrella. At that moment Charcot asked her why is it that she’s holding an open umbrella when they are indoors. The woman looked confused; she looked at the ceiling and replied: because it was raining.
95% 95% of the Dme we act unconsciously, unaware of the reasons for our acDons. It’s (almost) all in the sub-‐conscious. There, in the depths of our mind, are hidden thoughts, formed out of complex connecDons of memories, beliefs, insDncts and intuiDons. In many cases, decisions are formed long before they float and rise to our conscious mind, where they are “polished”; where a primordial decision is given a raDonal coaDng. The reason we chose this minivan or that family car is much more primiDve that the most recent consumer reports ranking. But, since we are highly developed beings, we convince ourselves that our choices are much more raDonal that that of a lizard’s brain.
People don’t think about most of their decisions
Thinking fast, thinking slow System 2 • Slow, very lazy • Excels at raDonal thinking, but
lengthy sessions require a heavy mental load
• Its logic is much more accurate than System 1’s, thus mistakes are fewer
• Even though System 2 is the one responsible for decision making, it will oJen Dmes accept System 1’s quick-‐draw and mistake-‐prone judgement
System 1 • Always alert • Aims for easy, quick, not-‐necessarily
raDonal conclusions • Relies on intuiDon, stereotypes,
generalizaDons • OJen uses heurisDcs and thumb-‐
rules • Shallow and oJen mistaken • Tackles “comfort zone” quesDons
instead of dedicaDng energy to search for answers
A majority of the mistakes we make are a direct result of blind faith in our “intuiDon” (System 1);
this belief is present even in situaDons in which the right decision is simply to force ourselves “to think it over”
(i.e., put System 2 into acDon)
People don’t know what they want
“It’s not the consumers’ job to know what
they want”
“People don’t know what they want unDl you show it to them.
That’s why I never rely on market research. Our task is to read things
that are not yet on the page”
“Did Alexander Graham Bell do any market research
before he invented the phone?”
Jobs used to quote Henry Ford, who said, “If I had asked people what they wanted, they would have said faster horses”
A lot of his inspiraDon at the beginning came from Sony founder Akio Morita (there was another one that inspired Jobs that we’ll get to later)
UnarDculated
ArDculated Served Unserved
NEEDS
Unexploited opportunity
Today’s business
OJen, people don’t have a clue – even when you show them
1989
In the spring of 89, NBC were happy to discover they had a new hit sitcom: in research, viewers loved “Sister Kate”, which revolved around a nun who adopts a group of orphans. The audience was much less enthusiasDc about another comedy series, the pilot of which was aired on July 1989 and then shelved. The nun and here orphans survived for 18 episodes – and yes, that’s Jason Priestley down on the right. A year later, NBC took the other sitcom off its shelves, and the rest is history.
Viewer tesDng in 1989 was almost responsible or Seinfeld being thrown into history’s dumpster. The overall score was: “Weak”. Some of the comments: “You can't get too excited about two guys going to the laundromat"; "Jerry's loser friend George is not a forceful character"; "Jerry needs a stronger supporDng cast"; and "Why are they interrupDng the stand-‐up for these stupid stories?”; the show was is "too Jewish”; the show is “too New York”.
Responses to the iPod at launch were negaDve as well: “Who cares about a stupid mp3 player?”, “This won’t sell. It’ll die quickly. It lacks funcDonality”, “Jobs is out of his mind if he thinks this will be a hit”
In consumer tesDng before the launch of Red Bull the researchers commented that “never has a product received such negaDve responses from consumers”. The look, the taste and the feeling in the mouth were all defined as “disgusDng”, and the idea that the drink vitalizes the body and the mind was not helpful in convincing consumers that the taste is bearable. Today it sells $3Bn per year and founder Dietrich Mateschitz is one of the richest men in Europe.
People will (almost always) cite price as the most important
decision criteria
Think how oJen we outsource decision making to consumers
Design
When we think about design, we think of this
When we should actually think about this
This is what User Experience (UX) really means
It’s the difference between designing a product and designing experience
It’s about designing the enDre consumer journey
Dieter Rams was the Chief Design Officer at Braun for 35 years. His approach to design greatly influenced Steve Jobs.
10 principles of good design. These principles are deeply ingrained in many of today’s successful brands.
Simple
Useful
BeauDful
These principles apply not just to products, but also to services and experiences
“It’s not the product that should be insanely great, but the experience
of being your user.”
Story-‐telling
ConnecDng with culture
One of the most important elements in effecDve story-‐telling.
Culture in a broad sense: from music, books, cinema and art, through sports and fashion, to cultural heroes of different kinds, to norms and taboos.
The advantage: leveraging exisDng context
Content creaDon = context creaDon
A Renaissance Brand needs to know numerous other disciplines
MathemaDcs
Physics
Environmental studies
History
Economics
EducaDon
Entrepreneurship
Law
History
Understand the historical context of your branding efforts
Physics
The observer effect
Measurements of certain systems cannot be made without affecDng the systems. Same with consumers – the very act of observing them changes their behavior.
Newton’s 2nd Law
Newton’s 2nd Law. Force = Mass*AcceleraDon. The larger mass you have, the more effort/force required to change course. Same with brands and posiDoning.
Lest we forget… You need to know
MARKETING, as well.
4 principals to remember
1. Consumers idenDfy a business – a company – with a brand; they don’t separate the two – why do businesses do it then?
Case in point: many of the world’s most admired employers are also happen to be the world’s strongest brands
2. MarkeDng is everything/EVERYTHING is markeDng. Org’s that don’t get it end up in such cartoons.
3. DO
4. Consistency. 24 years separate the two ads
1/ Brand = business
2/ Everything is MarkeDng
3/ A brand is what it does
4/ Coherence and consistency
Summary
Building a great brand is difficult
Really difficult
In our age it takes a Renaissance Brand
A brand that draws from its experDse in many fields…
…to create a powerful context for its consumers
A final word
Renaissance Brands are opDmists
OpDmist = one who believes that any problem that does not contradict the laws of physics
can be solved
A nice, intriguing definiDon of opDmism – not merely “people with a hopeful view of the future”. Based on David Deutsch, The Beginning of Infinity
Thanks
Yoni Kish
hnp://yonisblog.wordpress.com hnp://www.slideshare.net/yonikish
