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Five Brilliant Ideas to Boost your Insight Development

Insights are the pot of gold that many businesses dream of but rarely find. Why is that? Are you one of them? If so then I have some practical ideas on how you can get much, much better at insight development.

 

#1. Insights don’t come from a single market research study

Management often thinks that insight is “just another word for market research”. I remember one of my previous CEOs saying exactly that to me just before he addressed the whole market research and insight’s team at our annual conference. I am sure you can imagine what a panic I was in as he walked up to the mike!

Insights are a challenge to develop and are rarely, if ever, developed from a single piece of market research. Each market research project is designed to gather information in order to answer one or more questions. Whilst it may enable a business to make a more informed decision based upon the objectives, insight development is quite a different process.

Insight development involves integrating, analysing and synthesising all the data and information you have about a category or segment user. Then summarising it into knowledge and turning that knowledge into understanding. Only then are you ready to develop an insight.

All brands should have (at least) one insight on which its image, personality and communications are built. What is yours? #Brand #Marketing #Communications #BrandBuilding Click To Tweet

All brands should have (at least) one insight on which its image, personality and communications are built. For example

  • AXE (Lynx in UK): (young) men want to attract as many beautiful and sexy women as possible. This is one of their newer ads, where the seduction is a little less in your face and more subtle – but still there.

 

  • Haribo Starmix: There’s a child inside every adult. This “Kid’s Voices” campaign has been running for years and manages to surprise and delight with each new episode.

 

  • Dulux sample paint pots: I love to decorate my home, but I don’t want to look stupid by choosing the wrong colour. Although these are now a standard offer for many paint brands, Dulux were the first to understand the problem facing potential home decorators.

 

Dulux sample pot example of insight development

 

Insight development will provide the basis on which you will define the actions that are needed to change the behaviour of your target audience. It also provides a solid framework on which to build your communications’ strategy.

 

#2. Insight development is based upon a desired behavioural change

When your sales, marketing or management look to improve their business results, their real objective is to change the behaviour of your current or potential customers’ behaviour. For example:

  • From buying a competitive brand to purchasing yours.
  • From using your services once a month, to once a week.
  • Moving customers’ beliefs about your brand from a traditional or classic brand, to a more modern image.
  • Changing customers’ perceptions about the price of your brand from expensive to good value for money.

Because insights are based on a desired behavioural change, they usually contain an emotional element that is communicated through advertising. The emotion that is shown in your communications is more likely to resonate with customers if it does stimulate their emotions. They are then more likely to remember your brand and may be more motivated to take the desired action you have identified.

If you are looking to increase sales or improve your brand’s image or equity, look to connect emotionally with your (potential) customers. Identifying the behavioural change you need your customers to make is a foundational step of insight development.

Identifying the behavioural change you need your customers to make is a foundational step of insight development. #Brand #Marketing #BrandBuilding #Insight Click To Tweet

 

So there you have them, the five ideas that I came up with and numerous examples to help you to develop better insights more easily.

Although you probably already have your own process for creating them, I know from experience how hard it can be to find insights from all the information you gather.

I hope this short article has assisted you in your search for those “golden nuggets”. Do share your own ideas for making insight development easier, I would love to hear from you.

C³Centricity uses images from Pixabay.com.

 


Do you need help developing or updating your own Insight development process? C3Centricity offers several 1-Day Catalyst training sessions on the topic. We will work with your team to review and revitalise your own insight process, or will define a proprietary one that integrates into your other internal processes.

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The Future of Brand Building is Customer Centricity

Marketing is an old profession. It’s been around for hundreds of years in one form or another. But with the advent of digital in the early 80’s, companies began taking a serious look at their marketing strategies.

Many organisations realised that it was time for a major overhaul of their primarily outbound strategies. Consumers no longer appreciated being interrupted in their daily lives, if they ever did!

However, even today, with the creation of inbound marketing strategies, they are still irritating their customers with spammy emails, intrusive pop-ups and over-complicated cookies, that gather far more information than most organisations will ever need or use.

Despite these changes CMOs remain one of the leading c-suite members who struggle to keep their jobs for more than four or five years. The reasons are many, but the post “Head of Marketing, How Can You Keep Your Job When Most CMOs Are Losing Theirs?” explains what you can do to ensure you only leave your position when you want to.

 

Brand Building

Many large CPG companies, such as P&G, Coca-Cola and Nestle, have changed the name of their Marketing departments in the past twenty years, to Brand Building. They hoped that it would revive sales and give new vitality to their communications to better engage their customers in the new social world. But most failed miserably, because they remained very much in a state of business as usual. They continued with the same processes and mind-sets. And with few exceptions, they prioritised thoughts about themselves and their brands, and rarely took their customers’ perspective.

Luckily a few other consumer goods companies realised that to satisfy the consumer they had to do things differently. They were the ones that moved to customer centricity. Or to be exact they started on their journey towards putting the customer at the heart of their business. Customer centricity is not a destination, because consumers are constantly changing and their satisfaction never lasts for long. It is a journey with the aim to satisfy and delight.

Customer centricity is not a destination, because consumers are constantly changing and their satisfaction never lasts for long. It is a journey with the aim to satisfy and delight. #CEX #CRM #CustomerCentricity Click To Tweet

I think we have taught our customers far too well! They understand a lot more about “marketing” than they used to. They understand that companies have marketing plans and regular promotions, so they wait for the next price offs whenever they can.

They also realise that in today’s world, products have become more and more similar. Their format, colour or perfume may differ, but there are strong similarities in their performance.

That’s why consumers now often have a portfolio of brands from which they choose in many categories. They are far less likely to be loyal to only one brand than they used to be.

 

Switching economy harming loyalty and brand building
Source: Accenture

They have also come to expect constant innovation as they quickly adapt to the once novel idea and start searching for the next big improvement. According to Accenture’s “ Customer 2020: Are You Future-Ready or Reliving the Past?” almost a half of consumers believe that they are more likely to switch brands today compared to just ten years ago!

 

These are your seven starter tasks for moving from marketing and brand building, to a more customer centric approach. They all have your customer at the heart of them. Any others you'd like to add? I know you can come up with many more ideas than I can alone, so why not share them below and let your knowledge shine?

If you'd like more suggestions about moving to a new-age marketing approach, please check out my book "Winning Customer Centricity". You'll see it's like no other business book you have ever seen! Then you will understand why numerous major CPG / FMCG companies follow it annually. It's fun, inspiring and a useful roadmap for your customer centric journey. 

If you're interested in upskilling your team, then we can provide fun training on many areas of customer centricity. Download our training brochure and then contact us so we can discuss your precise needs. All our courses are personalised to meet your specific requirements; no off-the-shelf trainings are ever given.

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Is Packaging Part of Product or Promotion? Should it be Both?

Which did you answer subconsciously when you read the title? Do you consider your packaging to be a part of the product, protecting its contents and framing its on-shelf life? Or do you consider it to be an integral part of your connection with your customers at an important moment of truth, that of purchase and usage?

If you answered both, then I believe that you are making maximum use of your packaging or at least you recognise its potential for communication.

If you answered only one of the choices, then you may be missing an important opportunity. Let me explain, with a few examples.

 

People don’t read instructions

We all expect most things that we use or consume to be intuitive these days. In other words, we assume that we will understand how to build / cook / use them without reading the manual / instructions.

We all expect most things that we use to be intuitive these days. We assume that we will understand how to build / cook / use them without reading the manual / instructions. How intuitive is your brand? Click To Tweet

 

If you are like most people – myself included – this has nothing to do with the complexity of the product concerned . I myself will only turn to the instructions when something doesn’t work: I end up with left-over screws when mounting a flat-pack piece of furniture, or I can’t achieve multi-recordings on my smart TV or DVD recorder.

In the article How Likely Are You to Read the Instructions they  they link behaviour to personality types. It makes an interesting read and offers at least some explanations why many (most?) of us still don’t read instructions.

As internet results in us having access to more and more information, we seem to be reading less and less. Therefore we need to ensure that any vital information is called out in some way on the packaging – and perhaps visually as well.

 

People do look at packs

Whether it is the cream we put on our faces, the cereal we eat for breakfast, or the dip that we offer to friends on match night, there are moments when we are faced with packaging for more than a split second. It is at these times that we are likely to read at least some of what is written on a pack.

It therefore makes sense to provide more than just a list of ingredients. After all you have your customer’s attention.

 

Order our Pack AuditCheck your packs are connecting effectively with your customers

 

 

Here are a few examples I have come across recently:


Our customers’ attention is pulled in all directions today, with thousands of messages pushed at them, from so many channels, products and services. Capturing their attention is more likely to be successful when they are open to learning about your product, that is to say, when they are actually using it. It therefore makes good business sense to use packaging more creatively; wouldn't you agree?

For more information on the support we can provide in product innovation and branding, please check out our website here: https://www.c3centricity.com/training

This post is regularly updated and expanded from the original published on C3Centricity.

 

 

Are you Jeopardising your Customers’ Loyalty? Or is it Going to Disappear Anyway?

As you have no doubt already noticed, my Blog posts and those of many other Bloggers too, are often prompted by real-world experiences. This week is no exception.

I want to share with you some examples of how companies jeopardise the loyalty of their customers and also seriously limit their chances of getting repeat purchases. But manufacturers aren’t the only guilty party; there have been some interesting comments on retail loyalty as well these past few weeks, so I will touch upon that too.

Promising More than the Customer Gets

This week I bought a new br and of bacon; I fancied a real English breakfast for once. When I opened the pack up, I was shocked to see that under the first three or four deliciously lean slices, was a pack of rather fatty, poor quality meat. Now why would a company do this? To make the sale of course. Seeing such great quality you would rightly expect the pack to contain similar meats to the front slices.

Another example which uses a similar ploy involves packaging. How often have you been enticed into buying a new product because of the picture on the pack? Or perhaps it was in an advertisement showing a delicious-looking meal or an amazing improvement to the skin or hair? Sometimes the pack content or product result may be acceptable, but when it’s not, you’re disappointed rather than delighted, aren’t you? (I previously wrote about one such experience in a post on br and honesty here) Again, why would a manufacturer set themselves up to deceive the customer into buying – once?!

Are such behaviours customer-centric? Certainly not! They are deceitful tricks used to sell customers less than they were led to expect. Yes you may get the sale, but you won’t get repurchase and certainly not loyalty. Which do you want? One, several or long-term purchases?

Raising Prices without Saying so

Most major markets have seen low rises in their CPIs (consumer price index) in 2014 with Switzerl and actually in the current situation of a deflation! However that hasn’t stopped several manufacturers from increasing their prices. Or should I say decreasing the content of their packs, as that seems to be the more usual response of many of them? This is not a very customer-centric approach to pricing.

The shopper is buying the same br and at the same price, but the contents, which the consumer rarely verifies, have decreased. If the reduction is significant, consumers may notice that the pack is significantly larger than the contents inside, which may then prompt them to check the actual weight they have bought.

A recent article in the UKs “The Telegraph” talked about some of the most noticeable offenders, including Birds Eye (Pirmira’s Iglo Group) and Twix (Mars) c andy bars. However many categories were using the same method of hidden price rises.

A survey of 1,257 UK’s Which? members found that over half (58%) said they would rather prices rose than packs got smaller. A further 37% would rather the pack shrank, but only if they were told. (>>Tweet this<<)

 

M andatory Sign-ups for Free Products

There are hundreds of new offers on the internet every day, trying to entice new customers to “try before you buy”. However some sites dem and m andatory sign-up to the paid program before allowing their customers to test their service. Credit card details and other personal information is requested, supposedly to “help the customer to subscribe more easily” should they decide to buy after the trial period.

However there is also most likely an automated transfer included from the free to a paid service should the customer forget to cancel in time. They then find themselves in the situation of buying a paid suscription without full knowledge of it. Is this customer centric? Of course not. If a customer decides to buy, he would be much happier to provide the necessary information to do so at the time of purchase. Again, you may have sold one more membership, but are extremely unlikely to get a happy or loyal customer.

 

Cheap isn’t Always Less Expensive

More and more airlines and hotels are selling their services “on the cheap” or at least that’s what it looks like. However, when you start adding on the extras, those attractive prices don’t seem quite so cheap anymore.

Take a low-cost flight for instance; in Europe that would probably be with Ryanair or EasyJet, and in the US with SouthWest Airlines or JetBlue. In addition to the cost of the flight, you will often pay for hold luggage and sometimes  carry-on items too, as well as food on board, priority boarding, seat reservation, pillows, blankets, headphones and even entertainment.

Hotels will add on charges to guarantee bed type, taxes, WiFi, breakfast, gym use, bag storage, resort fees and even m andatory gratuities.

IMG_0217Retail advertising and promotions are other areas where shoppers need to have their wits about them and a calculator on h and. The old adage that bigger is better no longer seems to apply. If several sizes are offered purchasers really need to check prices per 4 ozs or 100 gms. The BOGOF (buy-one-get-one-free) and BOGO promotions can also sometimes work out more expensive than buying one pack at the usual price charged.

One of my favourite promotional ads of all time is one I photographed in the UK at the local Pound Store, the equivalent of the Dollar Store in the US. See the photo above. Now that really is a bargain!

Consumers are Getting Wiser

The above are just a few examples of “tricks” that manufacturers and retailers play on their customers. It’s almost as if they are trying to see just how far they can go before their clients notice. Well, I think we have noticed, and this is confirmed in an article on CMO.com that caught my eye last week. It mentioned a panel discussion at the National Retail Federation’s Big Show in New York City. Faisal Masud, Staples’ chief digital officer and EVP of e-commerce, who was part of a panel discussion at the event, made the following comment:

“Consumers are agnostic to where they shop. The days of window shopping and just paying the price you think is fair are gone. A lot of folks don’t even want to interact with people or companies. They just want their goods fast and at the lowest possible price. For that reason, a lot of the retail loyalty programs are a little bit doomed.”

I would add that a lot of br and loyalty will go the same way if practices such as those mentioned in this article continue. I believe these behaviours are short-terms acts of desperation of a losing br and. In fact I spoke in detail about using pricing in another post calledAre you on the way to br and heaven or hell?

Winners treat their customers as important people who have a choice and to whom they offer the best product or service they can, to satisfy, delight and why not also surprise them? If you are still thinking of such trickery as a way out of your current br and decline think again. It’s just not customer centric.

Do you have other examples you have seen of behaviour that is not customer centric? If so, I would love to hear about them.

And if you would like help in finding a solution to your own current business issue I would love to help. Just contact me for a chat and let’s see where it takes us.

C³Centricity used an image from Microsoft in this post.

The New 7Ps of Customer Service Excellence. Are You Following Them All?

If you claim to be customer centric are you sure you’re walking and not just talking the talk of true customer service excellence?

Last year I was prompted to question this of the Swiss cable company Cablecom. It had been desperately trying to address a long-term deficit in customer care versus its main competitor Swisscom. Swisscom has made customer service their MSP (main selling point or value proposition) and they are renowned for putting their customers first. Cablecom on the other h and had, until then, been trying to win customers through aggressive price cutting. In today’s connected world, especially when internet connection is concerned, dissatisfied customers will be quickly heard – across the net.

Back to the incident that prompted this post. After a few days of being ignored by Cablecom – my perception at least because my emails and phone calls were not being answered – I’m somewhat embarrassed to say that I resorted to Twitter.

It was more than a year ago that Twitter was first referred to as today’s call centre. Guy Clapperton, author of “This is Social Media” wrote an interesting post about this in 2011 and surprisingly this idea was actually questioned at the time. Today, I would argue that it is much, much more than this.

Today’s call centres are a frustrating, if sometimes necessary experience for customers to endure. In many cases they are automated, with an often long and complex self-selection process of button pushing to arrive at the department one needs. Usually the result of all that effort is just a recording that either announces that the department needed is not open at the moment, or that the collaborators are currently busy and to please stay on the line. We are next subjected to music supposedly designed to calm our nerves, interspersed with messages suggesting alternatives to waiting on the line: going to the website to find a solution, to check their available FAQs, to complete a contact form, or to send an email. And then of course to add insult to injury, we hear the infamous message about our call being important to the company! Really? If so you’re not showing it, you’re not walking the talk.

Edison recently ran some research showing the patience that we have or rather don’t have today, on social media. Convince & Convert published some of the first results in an interesting article showing that companies must react immediately to customers using social media. One in five expect an answer within 15 minutes and 42% within the hour. For reference, when Guy Clapperton wrote his post almost three years ago, the level was almost half that at just 25%.

Companies that have understood customers’ frustration with help-line queues have found alternative solutions, such as arranging a call back, or providing sufficient staff to cover the busiest times, or at least to be available when the customer is most likely to need support.

Today there is no excuse for a consumer goods company to not be ready to help their users when they need it the most (>>Tweet this<<); for example:

  • Early morning or late at night for personal care products
  • Breakfast, lunch and evening meal times for food manufacturers
  • Evenings and weekends for TV and technology products

Whilst in a few cases, there may be customers who use Twitter to jump the call centre queues, in most cases, it is a customer’s final cry for help before “going under”.

Taking the customers perspective is the absolute right thing to do for a company, but should we as customers also not take the company’s perspective when reaching out to them, or at least to the poor person who gets our wrath at the end of our email or phone call?

Jimmy N. from UPC-Cablecom, was one of the very best examples of what a customer service advisor should be, based upon my considerable years of working on both sides of contact centres. What did he do so well and what might we all learn from him, despite his relatively young age (early twenties)?

I summarise it as the new 7 Ps of customer services:

  1. Private: He immediately took the conversation offline, asking for my email address and then calling me to speak in person.
  2. Patient: He let me talk first, just listening until I had finished ranting, or stopped to ask a question.
  3. Polite: He never lost his cool, even when I did!
  4. Perceptive: Empathised, knowing when to push forward with the next topic and when to go back to reiterate what had been agreed.
  5. Professional: He was an expert, knew his topic and more importantly knew how to explain its complex details in simple terms.
  6. Pragmatic: Worked with me to find solutions that worked for us both.
  7. Perseverant: He continued to ask and answer questions until he was sure I was happy with everything.

Are these the seven best qualities for call centre advisors, or are there more “Ps” to mention? Let me know, especially you Jimmy, if you read this.

If you need help in optimising your own care centres or customer connections then we would love to support your plans. We know we can help, just tell us where and when. Contact us here and check out our website: https://www.c3centricity.com/home/engage

No Obligation, just INSPIRATION!

C³Centricity used an image from Dreamstime in this post.

This article is based upon a post first published on C3Centricity in February 2013.

Award Winning Communications are Powered by Insight & Customer Understanding

This time last month, many marketing and communications professionals had just returned from Cannes, France, where they had attended the annual Lions Awards Festival. They are now back in their offices and have probably been comparing their own communications to this year’s winners and wondering what they can do to get one of these coveted prizes in the near future.

For the rest of us, we are also looking at the winners, but more for gathering learnings on how to make our own communications more creative and impactful, without any ambition of winning a Lions one day.

That is why I decided to review a selection of the anding/worlds-17-best-print-campaigns-2013-14-158466″ target=”_blank”>Press Lions Category  and analyse how they might appeal to their target customers. I found three dominant themes running through all the prize-winners, some of which even incorporated several of them in one single campaign. If you’d like to see all the winning ads from these campaigns they can be found in the AdWeek article linked above.

1. Simple & clear messaging

We are all in a hurry these days; we have far too much to do and so we no longer read with as much attention as we did in the past. Today we just skim headlines and articles, and quickly decide whether they’re worth digging into in more detail or whether to pass over to the next one. It is therefore essential that ads communicate their message in a way that is quick to read, underst and and capture. Examples of this from amongst the print winners:

Harvey Nichols – Gr and Prix Campaign

Harvey Nicols insight built communicationsThese are clean, simple ads showing nicely packaged but cheap seasonal gifts, because you decided to  #SpendItOnYourself, as the campaign is entitled. The eye is naturally drawn to the simple red words, since the articles themselves are white on a white background. The reader gets the message and immediately thinks whether they too could give such items, but then also reflect on why they don’t spend (more) on treating themselves. This feel-good reaction makes for good recall of the campaign as well as the positive image transfer to Harvey Nichols.

Zwilling J. A. Henckels – Gold Lion Campaign

Zwilling insight built communicationsRather than saying how sharp these high-end knives are, this is illustrated by the incredibly thin slices of different foods shown in the campaign. The thin slices are then overlapped to show the shape of the blade and the text below is kept in the form of the h andle. The artful design of the whole ad further complements the idea that these are special – definitely not cheap – knives, for connaisseurs only.

 

2. Emotional resonance

The UK was one of the first countries to use shock tactics in their road safety and other public service campaigns. Stimulating people’s emotions is guaranteed to get ads noticed and remembered, but it doesn’t all have to be negative.  Examples from amongst the winners:

Shanghai General Motors / Buick – Gold Lion Campaign

Buick ads built with insightThese ads show real people who have been injured in road accidents, holding up the signs that the drivers that hit them had ignored. The tagline “Signs are there for a reason” is clear and simple, and the images of the injured people emotionally impactful. The reader immediately thinks about occasions when they too have driven recklessly, but were lucky enough not to have injured anyone. The impact of the visuals remains long after the reader has turned the page.

Volkswagen – Gold Lion Campaign

Volkswagen communications built on insightA completely different and definitely light-hearted approach to travel is taken by Volkswagen in this winning campaign. They show how getting from one place to another can be fun in these playful, product-free ads. The visuals appeal as the viewer takes the extra few seconds to underst and it and then takes away the message that driving a Polo GTI is fun too.

 

3. Confirming intellectual superiority

In today’s overcrowded urban areas, people look for ways to differentiate and prove themselves, whether physically or intellectually. This is one of the reasons that gaming has become so popular in all age groups. Finding the hidden signs in an image or underst anding a play on words in an ad can increase the engagement, provided of course that they are neither too difficult nor too easy to solve. Examples from amongst the print winners:

Jeep – Gold Lion Campaign

Jeep communications built on insightsThis campaign includes ads that are both a play on words and images, doubly clever. Jeep shows images of animals which, when inverted became different animals or birds. The tag line “See whatever you want to see” refers to both this as well as to the advantage of the Jeep to place the driver higher up, with better visibility.

Penguin Group China – Gold Lion Campaign

Penguin communications built on insightAt first you might find these Penguin ads rather crowded and confusing, and therefore you don’t immediately “get” the joke – I admit it took me a few seconds!. But look carefully and you will see penguins holding microphone booms in otherwise classical illustrations of well-known literature. The ads are for Penguin’s new audiobooks and are a clever and amusing way to communicate the novelty.

To sum up my findings from this quick analysis, the winners have three points in common:

      • Their messages are clear and simple to underst and
      • They connect emotionally with their audience
      • They offer the viewer something in return for their looking at it

All these ads clearly demonstrate that working with customer underst anding and insight increases the likelihood that your communications will resonate with your target customers. Now we need to wait until next year to see how well these ads perform in impacting the sales and images of the br ands. Which of these will be the real winners of Cannes? I would love to hear what you think.

If you would like in improving your own communications, or in underst anding and engaging with your customers, whether using traditional or new media, then why not give us a call? Let us catalyze your own communications with some of our unique tools; contact us here.

C³Centricity uses images from Forbes  and AdWeek in this post.

How to get R&D as Excited about Consumer Innovation as you are

Did you do a double-take when you read this post’s title? I bet you did. R&D is at the heart of innovation for most major manufacturers, so they should be excited by consumer underst anding, shouldn’t they? You would think so, but in reality, their concepts are almost always based on the company’s current technical know-how and skills. If you want to break away from this very predictable process and get them excited so they add some “oomph” to your innovations, then read on.

One of my most loyal CPG clients contacted me recently about the latest problem (opportunity?) he has been asked to address: making R&D more consumer centric. Having faced a similar challenge in one of my previous jobs, I immediately empathised with him. It can really be a daunting task, especially when speaking to people who are usually more interested in numbers than emotions.

I remember speaking about consumer centricity at an annual R&D conference and in the discussion session that followed, the Head of Operations commented “You know Denyse, our R&D group is very consumer centric; we know exactly what consumers need. It’s marketing who don’t know how to explain to consumers why they need what we develop!”

Trying to keep a straight face, I thanked him for his comment and also for having just proven my point. I said that I believed it was time for R&D to become more consumer centric by developing a better underst anding of consumers and their needs. I then went on to suggest some ways they could get closer to current or potential consumers. By the end of my talk I had a queue of volunteers wanting me to organise some of the suggested actions for them. Here’s what I shared:

Observe & Listen to your Consumers

Most people working in a company and certainly those working in R&D, know far more about the category than the average consumer. However, most employees – excluding hopefully the insight team – don’t know what their consumers really think about their products and services.

Observation of consumers as they go about their daily lives, helps us to identify pain points, whilst also stimulating new thinking and concepts. Listening to their complaints and ideas, whether online, through carelines or during a market research project, can provide the consumer perspective and input for new or better solutions.

It’s time for R&D to get out of the factory and into the shops & homes of consumers (>>Tweet this<<)

Involve your Consumers

Ben  and Jerry are great at innovationLast year Ben & Jerry asked residents of five cities in the USA to vote for the names of new ice cream flavors that reflected their locales. The br and’s Scoop Truck toured 11 cities and also served as one of the campaigns’ voting platforms. Once consumers had eaten their free frozen treats, they were asked to use their spoons as “ballots” (they voted by depositing their spoons in one of several recycling boxes marked with various ingredient names). Doesn’t that remind you of another br and which used a similar voting tactic when it was starting out – Innocent?

Great br ands and companies have no problem “stealing with pride” and recognise good ideas when they see them (>>Tweet this<<)

Ben & Jerry’s are by no means the only br and to involve their customers in developing or choosing new products and services. Nespresso have been collaborating with their Club members for years on many aspects of their marketing. Whether choosing the end of their commercials or identifying the next new blend to be launched, Nespresso Club members are made to feel important and privileged.

Involving customers in the development of new product and/or service concepts not only makes them feel valued, it also makes them more loyal and valuable advocates of your br ands too (>>Tweet this<<)

Exp and your Thinking

Innovation leversHow do you come up with ideas and concepts for new products and services today? If you are like most companies, they probably come in a majority from your current portfolio of br ands. Whilst this can meet with a certain level of success, as it is what customers expect, or rather dem and, there is another process that can drive even greater success. This is the use of what are often called innovation levers, or what others refer to as “the s and box”. I love the latter term as it suggests light-hearted play, which is an effective way to get people thinking “outside the box”.

Innovation levers enable thinking to “push the envelope” and to exp and outside the box in which R&D and marketing can sometimes find themselves. Rather than thinking about the next flavour or packaging idea, why not consider a new channel or communications strategy?

Coca Cola takes br and innovation seriouslyLast year, Coke used two of these levers, but combined them, when it launched its “sharing can”. Not only can the can be split in two for sharing, it also enables new potential consumers to consider buying a can, such as those with smaller thirsts or those traveling.

This year they took this winning idea a step further and launched the bottle that could only be opened by another Coke bottle – another way of sharing.

Starting from a different innovation lever than the one you usually use can result in more creative NPD concepts (>>Tweet this<<)

Go Beyond Trend Following

Another challenge when looking to make R&D more customer centric, is in moving them from trend following to scenario planning. R&D people often seem to be more comfortable with trends and “poo poo” future scenarios as improbable forecasts. It is therefore important to explain to them that scenario planning is not forecasting. If they can allow themselves to be open to listening to a story, which exposes imaginary but plausible new worlds to them, they can become inspired by the opportunities.

The innovative ideas that are created from scenario planning, have in my experience been amongst the most ground-breaking ever developed. Isn’t that exactly what we would all like to market, rather than the staple diet of predictable renovations?

These are just four ideas that I shared during that conference a few years ago, to stimulate and excite the R&D department. Hopefully they have inspired you too to have a go at convincing your own operations people to get closer to the customer.

Have you other examples of how you got your own R&D people to think outside their technical box? Then I’d love to hear about them, so please share your thoughts and ideas below.

Need help in taking your innovation outside its box, or in connecting with your customers? Let’s discuss how we can help you catalyze your customer centricity; contact us today.

C³Centricity used images from Microsoft, Ben &Jerry’s and Coke in this post.

This post has been adapted from one first published on C³Centricity in June 2013

Why Most Marketing Plans Fail & 9 Ways to Succeed with Yours

This Monday is Memorial Day in the US, when Americans everywhere think back to those in the US Armed Forces who gave their lives in the line of duty. I too am thinking back, but to all the marketing plans and ideas that have been sacrificed!

The reasons why some plans are accepted and others aren’t are many. Non-alignment with corporate plans is one of the most usual, but lack of clarity, consistency, preparation or budget are also common. And even when accepted, they aren’t always executed as planned. So I thought that it would be useful to take a look back at our own marketing plans that we set earlier this year and review what is and isn’t working. We still have time to make changes and meet our 2014 targets, so which of the following is your current issue?

Declining market share

Firstly, you should be ashamed that you’ve let your br and slide so much that you are actually losing share! Br and equity measures would have given you a clear warning that something was going wrong, months if not years ago! Did you ignore the numbers or were your efforts too small to have the necessary impact? Either way, it’s time to start working out what’s going wrong. Review the 5P’s of marketing for starters and prioritise actions based on what you find.

Stable market share

So your br and’s growth is slowing? This happens in the normal life-cycle of a br and, so no panic, but you do need to take action to renew growth. But don’t think that small tweaks will be enough. Competition is ruthless these days and you will need to create some buzz around your br and. Surprise and delight is the name of the game to win (back) consumers. Start from your strengths and then ramp one or two of them up a couple of levels.

Declining image

As mentioned above, your br and image will start to weaken before market share is affected (>>and%20image%20will%20start%20to%20weaken%20before%20market%20share%20is%20affected%20%20[tweetlink]” target=”_blank” rel=”nofollow”>Tweet this<<), so in theory you still have time to prevent significant share loss. But you must act now! It is more effective to review your image ratings by experience group, to see what you need to do to recover lapsed users or convert more trialists. In my experience the answers should be clear from a regularly run and thoughtfully analysed br and image study using a well-developed attribute list.

Losing consumer trust

This is a serious issue. (as if the others aren’t!) Trust in companies and br ands is what enables consumers to forgive mistakes or accept higher prices. (>>and%20br ands%20is%20what%20enables%20consumers%20to%20forgive%20mistakes%20or%20accept%20higher%20prices%20%20[tweetlink]” target=”_blank” rel=”nofollow”>Tweet this<<) And it tips the balance in your favour in product comparability when performances are similar. Trust is a complex principle built out of a number of influencing factors, such as integrity, reliance, confidence, quality and worthiness. Which of these has resulted in your consumers’ loss of trust? Once identified, you will need to review how you can influence it. It will take time – sometimes a lot of time – to change perceptions.

Inconsistent communications

Since most companies have one product manager or group in charge of each br and, this shouldn’t happen and yet it still does. Multiple suppliers with differing interpretations of the br and promise, and annual revamps of simply the previous year’s work, makes for communications that gradually slip from the original positioning and message. Instead of just looking at the latest or planned communications, it is vital to also review the previous five years’ work. It then becomes obvious how messaging has shifted. (>>Tweet this<<)

Inconsistent product performance

As with communications, most product testing compares current to the proposed new product and sometimes also versus the competition. Unfortunately small changes made can be undetectable to consumers even in direct comparison, or are within statistical errors and so are ignored. But over time, consumers are likely to come to realise that the product to which they have been loyal for many, many years, is no longer what it used to be. Therefore it is useful (essential) to compare product ratings to those from previous years, as well as to the current product.

No emotional attachment

This is a dangerous situation to be in, since if consumers have no emotional attachment to your br and, they can switch without too much thought. In fact your br and is no longer a br and, it’s a commodity! It needs to st and for something in the hearts and minds of consumers, so that they will choose you rather than a competitor. Especially in categories where performance differences are minimal, emotional attachment is what keeps consumers loyal. (>>Tweet this<<)Review how your consumers feel about your br and and what you can do to build more emotional attachment. The stimulation of the senses is a great way to do this. (read more here).

Confusing br and hierarchy

Your line extensions are like family members. There should be a well-defined parent br and and each variant should have clear resemblances to it. As mentioned above concerning product and communications consistency, line extensions can drift away from the look and feel of the parent br and, especially in dynamic categories where innovation and renovation are vital. When was the last time you looked at your whole product range – together? Differences in fonts, colours, sub-br and descriptions and design become quickly obvious. Make the changes needed to get the family back in line.

Lack of (the right) social media presence

I couldn’t end this list without including social media and the internet as this is where most consumer product br ands “live” today. (>>and%20the%20internet%20is%20where%20most%20consumer%20product%20br ands%20%E2%80%9Clive%E2%80%9D%20today%20%20[tweetlink]” target=”_blank” rel=”nofollow”>Tweet this<<)It is not enough to launch a website and Facebook page for every br and and promotion. Living is the operative word here, so it’s much better to have one site that is regularly updated than tens that are visited by twenty people a month ( and yes I’ve found that in many major CPGs in the past). Also make sure that your tone online fits your tone offline and portrays the same personality. Social media is not new media, it’s just another channel, so it must fit into your overall communication’s strategy.

Hopefully this list has given you some food for thought and ideas on which to take action this week. If you are facing a different challenge I’d love to hear about it and possibly offer you some solutions. Just drop me a line here.      

C³Centricity used an image from Kozzi in this post.

What Blood Brothers can teach us about Emotions & Customer Satisfaction

I recently had the privilege of seeing Willy Russell’s Blood Brothers at the wonderful Gr and Theatre in Swansea. This musical is in its 29th year yet doesn’t have a wrinkle. It is still as relevant today as it was when it was first performed and continues to surprise and delight audiences from around the UK.

As the music continued to turn in my head for days afterwards, I wondered how a play that was written so many years ago, could continue to resonate with audiences so successfully. Furthermore, it is a story that is introduced from the end; you see the twin boys dead and go back to their early days to underst and how it happened. As is also the case with the Titantic movie, despite knowing the ending, the story still fascinates and the audience is still surprised when the known event finally takes place.

I realised that in fact this is a similar situation to that in which many companies find themselves today. Their customers know the ending to the story (the product usage), yet would still love (expect?) to be surprised and delighted. So what can we learn from successes such as Blood Brothers and Titanic that we can apply to our own br ands to build more emotional responses into our customer satisfaction? Here are a few that I came up with – once the music began to quiet in my head!

Resonate

One of the reasons for the success of both the Titanic movie and the Blood Brothers musical is that they are strong stories about a multitude of human emotions: love, trust, optimism, fear, sadness, anger. They are stories told by sharing the feelings of all the main characters. People empathise more easily with recognisable emotions and remember or imagine themselves in similar situations to those shown. The events then resonate without them even realising what is happening until their own emotions stir.

QUESTION: Are you identifying the needs of your customers so that you can better meet them from an emotional as well as rational perspective? What could you show or communicate that would stir memories or empathy?

Surprise

As I mentioned earlier, even though we know the story and more importantly the ending, we are still surprised when the fateful event takes place. In the case of the Blood Brothers musical, this was with surprisingly loud, double gun-shots taken from policemen discretely positioned amongst the audience. It  was something for which we in the audience were neither expecting nor prepared for at the time it occurred. There was an outburst of shock followed by nervous laughter amongst the spectators, proof that they were both surprised and emotionally involved.

QUESTION: What positive surprises have your customers experienced when purchasing or using your product, or when contacting you about the usage of your br ands? Can you find more for them to enjoy so they then share their experiences with others?

Delight

Once the shooting of the twins had taken place and the audience had calmed down, the full company came on stage for the final song. The music and voices built to a crescendo and ended to thunderous applause and a st anding ovation. I underst and that 99 times out of 100 this is the case, which doesn’t surprise me. The relief of the engaging music after such a sad event made people happy and thankful for the wondrous performance and climax.

At the end of Titanic, the movie ends with the leading lady letting go of her childhood sweetheart’s memory in an emotional farewell as she tosses the diamond in the ocean and then sees him welcoming her as she passes over. I seem to remember that Top Gun has a similar event near the end, when Maverick is seen tossing Goose’s dogtags into the ocean. How do these all work so well? I believe it’s because they free the audience from all their pent up emotions and people are delighted with their new-found (emotional) freedom.

Customer satisfaction just works betterQUESTION: Is there a way you can work with your customers’ feelings and liberate them from their pent up emotions? In the case of products and services, these are more likely to be feelings of frustration or disappointment with the pre-purchase situation. If you can replace these through a positive experience, then your customers will be delighted and thankful to you, and memories of how you made them feel will remain in their memories for a long time. Emotions beat rational satisfaction every time, so work to stir them whenever you can.

Simplify

Too many things in life today are overly complex and unduly complicated. Those of us who are from an earlier generation, sometimes long for the ‘good old days’. Back then, life seemed simpler, things worked or they didn’t. When something works well, it just works. No bells and whistles, no lost energy, no difficult instructions to follow or manoeuvres to perform.

Apple still excels at customer satisfactionThis is one of the reasons why Apple’s products are so popular. They are solid, they perform as expected and you can use them immediately upon purchase, intuitively, without reading the instructions. In fact, have you seen how few instructions are actually included in the Apple product boxes?

We don’t read as much nor as thoroughly as we used to; communications must be simple, easy to scan and of minimal length.

QUESTION: Could you simplify the way your br and is purchased, used, consumed? Can you simplify its packaging or the information that is printed on it? Is you product information too complicated and long-winded; could it be shortened?

Engage

customer satisfaction comes from storytellingI can’t conclude without a mention of storytelling. I know everyone speaks about it these days and we all now underst and its importance. But for me it’s not just about storytelling, it’s about engagement. Entertain, share, teach; make it worthwhile for your customers to spend their time, money and emotions on your products, services and communications.

QUESTION: Are you engaging your customers and do you underst and how your stories are being heard, understood and shared?

 

One week after watching the Blood Brothers musical, the music is beginning to fade in my head, but the memory of how it made me feel is as alive and raw as it was seven days ago. This is the power of emotions. This is how to remain in your customers’ minds, memories and more importantly hearts. How will you do the same with your br ands?

C³Centricity used images from Swansea’s Gr and Theatre, Dreamstime, Microsoft and Apple in this post.

What’s Love Got to Do with It? Satisfaction, Surprise & Delight

There’s been a lot of rather liberal use of the word LOVE recently in connection with br ands and their customers. Perhaps this was partly due to the lead up to Valentine’s Day last week.

But ever since Lovemarks was published in 2004, followed by The Lovemarks Effect and more recently Loveworks, companies have talked about how much br ands are loved by their customers. Sorry Mr Roberts et al, I personally don’t think consumers love br ands. Consumers may say they love you but I think that they really just love themselves! (>>Click to Tweet<<)

Whilst I agree with the premise that traditional br anding practices were (still are?) generally dull, boring and rather predictable, digital has certainly livened things up in the last ten years. With greater real-time visibility, br ands are constantly trying to out-do each other and luckily the customer has everything to gain from this. After all, surprise and delight are the fundamental dem ands of consumers today and the holy grail of br ands. However from attracting interest to inspiring love, that’s one heck of a jump!

Wikipedia defines love in many different ways, because the English language doesn’t distinguish between the levels of love that other languages do. The closest I could find to the emotional connection Kevin Roberts was referring to, was impersonal love described as “People can “love” material objects, animals, or activities if they invest themselves in bonding or otherwise identifying with those things”. This definition points out a very important element of br and love, that of personal investment. As I already mentioned, I believe that customers love themselves first and will only invest in br ands if they get something out of the relationship in return. That is the part of the bonding that too many br ands seem to forget when developing online advertising, fan pages and social media exchanges. It’s as if they publish and then say “Love (Like) me I’m great”, when they should be saying “We love you, you’re great”.

In 2004 Kevin Roberts introduced the notion of emotions to br anding and I believe everyone today agrees that purchasing involves an emotional response, often even stronger than rational based decision making. This is the one essential element that some br ands struggle to incorporate into their online presence in a meaningful way, so let’s see how the top br ands do it.

TwitterFirst, taking a look at Twitter’s list of the Top 20 most followed br ands for 2013 we can see that involvement (in this case following) is triggered by one of four simple customer needs:

  • Entertainment: YouTube, Instagram, TwitPic, Funny Or Die, MTV, Ramalan Indonesia, funnyordie, UberSocial
  • Keeping up with your friends: Twitter, Facebook
  • Keeping up with the world: CNN Breaking News , CNN, The New York Times, BBC Breaking News, Google
  • Keeping up with your team: FC Barcelona, Real Madrid F.C., NBA, ESPN

Interestingly, the br ands in this top 20 all provide a service to people, rather than blatantly looking for love, although they have been successful in bonding with their followers. Also, the only consumer br and to make it onto the list came in at number 20, namely Samsung Mobile. However their tweets are actually more like those of the news channels than a manufacturer promoting their br and, although of course they do include their product names when relevant.

Chatting for customer service connectionThe relationship between br ands and their followers is one of need (>>Click to Tweet<<); the Tweets provide customers with information they can use or share with their friends. In addition, for many, Twitter has become the modern day customer service line, since they are assured a more rapid response and usually a more positive conclusion than through a simple telephone based connection. Whilst excellent customer service should be the delivery no matter which medium customers choose to use, we have all now understood that they are not created equally. We know that telephone-based customer service still exists, but we just don’t get the fast, efficient level of assistance that we desire anymore, and are moving away from its usage.

As a result organisations are very keen to improve the service they give via Twitter and use it not only to respond to customer comments, but also to involve their customers in improving their products and services, as well as to keep them abreast of launches, new campaigns and promotions.

FacebookAnother platform that br ands use to connect with their customers is Facebook. Br ands create pages and encourage “Likes” for their postings, which seem to have similar purposes to Twitter, albeit with a more generous allowance than the 140 characters of a Tweet.

Looking at the pages with the most fans, we find a similarity to Twitter in terms of content and also a few of the same companies (NBA, MTV) but there are more consumer br ands present amongst the most popular. These br ands are promoting themselves through similar types of content, entertainment and news, but the biggest difference is the possibility for customers to reap direct benefit through coupons, promotions, store information and free games. In addition, customers can usually provide content too, by uploading their own photos, videos and stories.

So coming back to my original question, br ands should underst and that customers’ love can be as short lived as a holiday romance. As with marriage, it takes consistent effort to maintain the connection, providing satisfaction, surprise and delight in almost equal proportions. The br ands which succeed online are without exception those that offer all of these, as the following table shows:

Br and

Content

10 NBA videos, commentary, photos, merch andise
9 McDonald’s games, prizes, promotions, news,
8 Monster Energy extreme-sports clips, news, events
7 Victoria’s Secret exclusive updates, videos, screen wallpaper doubled its talking about me score when it started giving away 100k gift cards to fans, electronic gift cards
6 Converse photos of unique shoes
5 Red Bull mix of humour, extreme sports, events, images, games & apps
4 Starbucks photos, store locator, electronic gift cards, manage rewards, challenges
3 MTV sneak peeks of trailers, clips, humour, questions, photos, quizzes, information about pop stars
2 Disney facts, film screenshots, cartoons, videos, quotes, photo & story sharing
1 Coca-Cola encourages donations, local & global events & promotions, videos

In conclusion, let me say that I am not suggesting that we forget love, but rather that we take off our rose-tinted spectacles and underst and that our customers don’t really love us; as with my two cats it’s just a matter of “cupboard love”!

Did you know that C³Centricity measures EMOTIONAL REACTIONS to advertising, packaging, new br and concepts, products and just about anything else a customer can see, hear, taste or feel? Interested in learning more? Then why not CONTACT US today for an informal chat about your needs? We’re sure we can help.  

Reputation and Trust: Do you Have Both?

At the end of last year I asked readers to send me their biggest challenges for 2014. The winning question was related to innovation, which I wrote about last week: “This is why your new products crash & burn“.

Another of the questions I received was related to measuring equity and the relative importance of following the image of the br and or the corporation. I respond below to this interesting dilemma and propose some ideas about what you should be following.

The three essentials of br and valueLet me start by saying that I covered br and image metrics in some detail last year in a popular post  called “ How to Build Br and Reputation and Consumer Trust: And then Track it”. The article spoke about the three important areas that you need to measure in order to have a complete perspective of your br and image, namely Rational / Functional, Emotional / Subjective and Cultural / Relational.

Whilst this is the simplest method for measuring br and equity, it is said that there are in fact seven essential elements that make a business great in the eyes of the customer. These elements are a combination of product perceptions as above, together with those of the enterprise. Perhaps surprisingly, the latter actually trump the former in driving behaviours today, so corporate reputation is now essential to follow too. It also suggests that whilst product performance, services and innovation are important, it is the companies behind the br ands that influence a consumer’s trust and final choice. If you’d like to read more about this, please click on the above link where you can find more details.

Coca Cola logo

However, measuring br and image and corporate reputation is still not going to give you all the answers you need. One of the areas that few organisations study today, even when they measure both of these, is the relationship between the images of the br ands and the company.

Unilever AXE logoFor some br ands such as Coca Cola, the relationship is both obvious and strong, whereas for Pantene or Axe the link to P&G  and Unilever may be far less evident.

P&G Pantene logo

Despite an increasing effort by both companies to strengthen the association between their br ands and themselves as manufacturer, the connection remains tenuous at best.

So how do you measure this link and underst and what the br and brings to the corporation and vice versa? Read on for a simple process.

Following Br and & Corporate Reputations is a 3-step process

Step 1: Measure your br ands’ images

Hopefully you are already doing this on a regular basis. If not please start immediately since you cannot manage br ands without knowing where you are today, even if you have a clear idea planned for where you want to go. The post linked above gives you a start on getting this done.

The one addition that you may have to incorporate in your current questionnaire is to ensure that you clearly identify whether the respondent knows who makes each of the br ands. This will be essential for the analysis later on.

Step 2: Measure your corporate image

Again you should already be doing this, but I am always amazed how few companies collect such metrics on a regular basis. The prompt for doing so is often a crisis or a change of management and vision, but by then it is actually too late. Whatever you measure in such circumstances will be difficult to analyse since you don’t know what the figures looked like before the event happened. This is why it is essential to measure it at least annually and perhaps even more regularly when a lot is happening in the marketplace.

As was also the case for your br and equity metrics, you will need to include a measurement of br and attribution for each of the companies you measure. This will again be used in the analytical phase.

Step 3: Analyse and cross-reference the information gathered

The third step of the process is to first review the images of each br and by the knowledge and awareness of the consumers about its parent company. Then review the corporate images based upon whether each is attributed or not to each of its br ands, or maybe even to competitive br ands. Then by crossing these two sets of relational information, you will get a clear picture of what the br and brings in terms of reputation to the company and what the corporate reputation adds to or detracts from each br and. Once you underst and the relationship between your br ands and your business, you can start to lay out a plan to boost your consumers’ knowledge and trust with appropriate PR and advertising.

Some organisations, including those mentioned above, find ways to associate their company name within their br and advertising. For instance Nestlé and Purina both end their ads with a company link and logo. Unilever and SCJohnson are a little more creative in showing  a fold up / down corner with their logo and name and in the case of the latter, even their corporate slogan. This is far less intrusive and leaves the br and to shine as hero in the ad.

If you already run your own br and equity or corporate reputation studies, why not combine them as suggested above, for improved actionability? If you do a different type of analysis I would love to hear about it; just add a comment below or write to me in person at denysedd@c3centricity.com. It would be great to hear your thoughts on this essential element of tracking.

Why Global Campaigns often Fail and What You Can Do So Yours Won’t

It’s been a while since we had a guest post so I am happy that this week Angelo Ponzi from C³Centricity partner PhaseOne, based in Los Angeles, has shared one of his most popular articles on taking local communications global.

If you’re a global advertiser or have done research on global advertising, you know it’s not easy to launch a global campaign.

Year after year, many br ands launch global campaigns only to have them fail.  Sometimes it’s the message that doesn’t translate.  Other times, a product name or slogan just doesn’t translate around the globe — or worse, it offends the target audience. Or, perhaps the behavior the br and is trying to influence just isn’t relevant.

What are the pitfalls that must be avoided and what strategies do you need to have in place in order to set the stage for a successful global campaign?

Benefit of a Global Campaign

Unilever Dove logoThere is a strong argument for implementing a creative campaign on a global scale.  When it works, it provides br and stewards with a high level of control.  It also ensures consistent implementation of a br and strategy, and it saves money — a lot of money.  When it works, it can work BIG.  Take for instance Unilever’s global work for their Dove br and and their Beauty campaign. This global work beat the odds, changed the way people think of beauty, and changed the way we as advertisers communicate about beauty.

Regardless of the br and, all br ands — even regional or local ones — need to think globally. Why?  Because a br and’s image or reputation is only one post, tweet, blog, pin or share away from being talked about on a global basis.  Social media has changed the way we market, but more importantly, it has changed the way we need to think.

It’s difficult enough to create relevant communications that include a strategic message, strong theme and a br and story that appeals to the target audience in one market. Creating one that appeals to multiple cultures is extremely difficult. One size fits all does not apply here folks!

Important Considerations:  A Common Voice Spoken in Many Languages

What are some of the important considerations when beginning to think about a global approach?  Certainly, humor or the use of slang when trying to establish a br and across borders does not always work.  For example, humorous TV spots that aired in the UK didn’t make audiences giggle as it traveled across borders to other English and non-English-speaking countries.   Keep in mind, the joke or “shtick” doesn’t always travel well from country to country.  The use of humor may also be impacted by cultural values, etiquette, language and dialects, as well as social economics of the audiences.  Individually, these are all important considerations to be researched when developing campaign strategies and creative executions. Br ands must learn to have a common voice that can be spoken in many languages.

Campaigns need to consider the four elements of the br and

In addition, you should take into consideration your international competition, since they are most likely exploring global and local (“glocal”) approaches as well.  But, while you’re looking in the rearview mirror at your primary competitors, don’t forget to look out in front for those local br ands that are already entrenched and may already be the leaders in the market.  Know where your br and st ands in the market.  Are you a challenger in one market and a leader in another? How you speak to your target audience will be different based on your market position, making it even more difficult to identify a distinctive message that is relevant globally from market to market.

Define your br and’s core personality, including the tone in which you speak to your audiences, and keep it consistent.  Identify a common motivation or need across cultures that speaks to their aspirations, not just your br and’s product benefits. By doing so, the overall culture of the br and remains constant and familiar to the audiences throughout the world.

Key Factors for a Successful Global Campaign

In examining the factors in developing and implementing a successful global campaign, we have found that it becomes clear that there has to be almost precise alignment across five different market factors for success.  If even one of them is off, the campaign and its investment are at risk.

As we explore these five key factors, ask yourself the outlined questions and answer them honestly as you assess the possibility of your global campaign.

#1. Your Br and’s Equity

Does your target audience think about your br and the same way across all markets (i.e., do they have the same associations)?  Do the br and’s values and its personality resonate at the same levels across all markets?  Is awareness high and attitudes strong in one market while they suffer in another?  If so, then there is a high level of certainty that the same advertising will not work in both markets.

#2. Your Br and Market Share / Market Position

Do you have consistent market share in each and every market in which you compete?  In reality, it is much more likely that your market position varies by market.  Whether you’re a strong leader with few challengers working to grow the category and retain market share or a challenger against stronger br ands trying to steal market share, it is almost impossible for the same kind of creative and messaging to work across all of these situations.

#3. Competitive Actions

In examining the competitive environment, a number of variables must be considered.  How many competitors are there?  Very crowded categories require different actions from less-crowded categories.  What is the level of spend by competitors?  Some competitors are more dedicated to certain markets, investing greatly in them.  Are they buying market share?  Are you prepared to compete?  What are your competitors claiming?  We often see that the claims competitors make vary by market.  Just because your message is perceived to be different in one market doesn’t mean it will be distinctive on a global scale. What are the environments in which your br and will compete?

#4. Category Penetration / Maturity

One of the biggest mistakes marketers make today is assuming that the advertising they create for well-established br ands within very mature markets will work in markets where the category as a whole is just emerging — those markets from which future growth will come.  What they are forgetting is that the audience’s familiarity with the category dictates how much you have to explain versus what you can assume they will already know.

#5. Target Audience / Cultural

We as human beings are complex.  Yes, there are some core things that tie us together: we all have needs that we strive to satisfy.  But even then, what our needs are and how they are expressed vary, with much of that driven by culture.  More times than not, global campaigns fail by not taking into consideration the cultural differences between the markets.  This is particularly true when humor is involved.  What one culture views as funny could be offensive to another.  Culture can also impact how our target audiences approach the category.  One example is cleaning products — what “clean” means varies across cultures.  We also see great variance for games and toys.  For example, are they for independent enjoyment or do they bring people together?

To help lay the foundation for global campaign success, a research study that examines your br and in your current and planned markets is essential, as is the same research on your competitors to see how they have succeeded and failed so you can learn from their efforts.  Underst anding where you st and and where you intend to go versus your competitors is essential to creating a successful and lasting global br and strategy.

Get thinking about what’s important in developing a global campaign.  Do your homework.  Invest the time ( and money) to underst and your target audience country by country. 

Before you start ask yourself, “What campaigns have been successful on a global basis?  How did they do it?  And, which ones failed and why?”  Learn from it.   Now go take over the world.

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