Categories
Strategy

Dirty, Ugly Shame Stories: The Next Frontier of Brand Disruption

[Photo by Sharon McCutcheon.]

If your users carry a shame story with them, you need a very different kind of strategy.

There are pockets of shame hiding in everyday life, and every one of your users encounters them.

Some of us feel shame about status symbols like money or marriage, while others may feel shame about personal shortcomings like fear or failure.

Shame is a universal part of the human experience, and is always borne of a story: stories we tell ourselves, stories that have been told to us, or stories we’ve co-opted from culture and community over time.

It’s also an important emotional trigger to study because unlike other triggers, it causes us to behave both irrationally and severely. There are few other things that sting us as deeply as a shameful memory, and no greater negative driver in our behavior. We’d go to great lengths to erase the cause of our shame if we could.

If a specific narrative makes someone feel devalued, wrong or guilty because of the expectations of their societal group, then it is a shame story.

Shame stories start to appear when our reality does not match what we feel is expected of us by others.

By that definition, they are intrinsically tied to the role we play in the group.

And when you look closely, you start to see that shame plays a role in many more industries than you may realize.

Some are obvious:

  • Fertility (both male and female)
  • Pain Management & Mental Health (cannabis, ketamine, suicide)
  • Sex (less so dysfunction, more so pleasure and deviance… which is fascinating in its own right)
  • Dating, Marriage (a woman’s worth as she gets older, a man’s worth based on his career/ height/ hair)
  • Illness (especially when it’s terminal or dehumanizing, like cancer)

But some are not as obvious:

  • Finance (money and self-worth are basically the same thing)
  • Food (what we eat and how we eat is extremely personal, and a reflection of what we think we deserve)
  • Parenting (the secret struggle between autonomy and giving yourself over)
  • Beauty, Fashion (fitting a standard that is often classist, sizeist and racist)
  • Higher Education (or lack thereof)

I call these stories dirty because as individuals, they make us feel wrong.

I call them ugly because as a society, we don’t want to look at them.

The next time you feel shame because someone cheated on you, or you refuse to leave the house because you’re ashamed of how you look, or you experience shame because you could not perform at work/ in bed/ as the breadwinner for your family, take note of its unparalleled power over your perception of reality. Even in the face of one hard fact —that none of these situations are your fault — you will continue to hurt yourself privately.

If your customers are fighting against a shame story somewhere in their lives that’s relevant to your brand, it wields the same kind of power over them, too.

You’re up against something very big and very strong, and you have to respect the different behavioral outcomes it creates. Fighting a shame story requires a different kind of brand strategy.

We see this as an increasingly important brand challenge because the low hanging fruit of structural disruption — access, supply chain, cost, distribution, etc. — has been exploited.

The next wave of disruption will happen on a cultural level, and shame stories are the structural dinosaurs living in our minds.

If you can effectively dismantle a limiting narrative for your audience, you can create a new reality for them… and creating a new reality is the ultimate goal of branding.

A new reality means new behaviors, new truths, and new opportunity for your company to speak to your audience.

Don’t just expose it. Replace it.

The hardest thing about shame is that we hide it.

Guilt is something we confess or share, but shame is something we work hard to conceal:

Shame is often confused with guilt — an emotion we might experience as a result of a wrongdoing about which we might feel remorseful and wish to make amends. Where we will likely have an urge to admit guilt, or talk with others about a situation that left us with guilty feelings, it is much less likely that we will broadcast our shame.

Mary C. Lamia Ph.D.

The very nature of its secrecy leads to a different set of behaviors.

People who feel shame over things like addiction, bullying or failure can project it in blame and anger… oftentimes even rage.

Others find ways to make themselves small in an attempt to ‘disappear’.

If you’re a CEO or strategist seeing these behaviors in your audience, it can be incredibly easy to read them the wrong way.

A nootropics brand founder might see an over-indexing of bro-culture on their platform and interpret it as bonding, or a the founder of a beauty brand might see its female customers hesitating to use bolder products and interpret it as lack of confidence, and they’d both have a good chance of being wrong.

Unlike other emotions, shame thrives the most when it remains hidden.

A lot of brands in the fertility space know this.

Many, like Modern Fertility, Glow, Extend Fertility, FertilityIQ and Dadi have worked to start an open conversation around the topic for both men and women.

FertilityIQ website, March 27th, 2019. “The very best information you wish you never needed.”

It’s clear from their messaging, product bundling and brand stories that they want to start a discourse around something that has historically stayed behind the closed doors of a physician’s office.

I commend them for that.

What’s missing however, is a new story.

Shame stories don’t die just because they see the light. They die when a new story supplants them.

Shame is a weed, and one of the best ways to stop a weed is to grow something else in its place.

Unfortunately, old fears and biases don’t get erased simply because we talk about them and make them more normalized. They go away when they are written over with something else.

Modern Fertility marketing email, March 27th, 2019.

Messaging like “The very best information you wish you never needed” or “We won’t tell you you’re infertile” are not new stories.

They are versions of the same fear-based, private shame stories women have carried all of their lives, only now made public.

True, these brands are giving men and women new, democratized options for accessing the tests they need, without the gatekeepers that may have deterred them in the first place… but there is a much bigger brand opportunity to be had here.

Couples are ready for a new story that will replace the old one. They’re just not hearing it yet. Until they hear it, the shame (and its behaviors) will persist.

An adjacent industry that is successfully supplanting and old narrative with a new one, however, is sex.

Kill the old audience.

Just like fertility, sex used to live behind a gatekeeper (underground sex shops and far corners of the internet). Just like fertility, it could cause both great pain and great happiness. And just like fertility, it was a vessel for all kinds of shame that few would talk about.

Even as we move into a new era of female-forward sex brands and body positive movements, sexual health has been regarded as a fringe concern. You might not feel embarrassed to walk into an Adam & Eve, but you’re not going to talk about the details of your sex life with your yoga class either.

But that’s changing.

When sex toy company Dame Products launched in 2014, the founders realized that their audience overlapped more with a yoga crowd than with a traditional sex/ pornography crowd. When they saw that, they decided to position the brand squarely in the wellness space.

 

View this post on Instagram

 

A post shared by Dame Products (@dameproducts)

 

View this post on Instagram

 

A post shared by Dame Products (@dameproducts)

Wellness is an empowering narrative that stands tall in the face of anything shame-based. Consistently, throughout every touchpoint in the UX, both on brand properties and off, Dame communicates this new wellness story in different ways.

They make no secret of the “pleasure gap” they doggedly seek to close, have an active Dame Labs that invites users to join their people-centered research (regardless of gender or sexual identity), and most importantly, employ very clear design thinking because “we felt our products should look like beauty tools.”

“Everything in the world is about sex except sex. Sex is about power.”

-Oscar Wilde

As a result, sex toys like theirs were taking up space on shelves typically reserved for beauty, health and fitness.

As Business of Fashion pointed out last October, Dame was a signal that sex-care is the new self-care:

Sexual wellness is shaping up to be the next big opportunity in a category increasingly focused on wellbeing and ritualistic me-time. […]

It helps explain why US pharmacy chain CVS sells a rather stunning assortment of 48 whirring options — merchandised next to straightforward sexual health products like condoms and pregnancy tests — and family-friendly Target stocks 74 different models. Talk about self-care.

What Dame and others did was not only replace the old story with a new one (which in itself is remarkable), but they effectively moved the discussion from a group of people in the sex industry to a group of people in the self-care space.

They killed the old audience. Instead of having a hush-hush conversation about sex with one group, we were having it with another… our yoga friends.

The most important part of the shame equation is the group. Without the group to measure ourselves against, we would not feel shame.

The group is part of our social survival. They bind us, and our behaviors, to the people we care about, and reveal just how hyper-aware we are of how others perceive who we are to them.

If brands are tribal experiences, then shame lives somewhere within that tribe.

But if you kill the old tribe and create a new one, the equation falls apart. A new story can thrive someplace more fitting.

Give it the time it deserves.

Shame stories, just like shame itself, take time to dissipate.

They’re always old narratives.

They’ve been around for generations, long before your brand came on the scene. People may want to give them up but it’s scary to change your personal truth overnight.

However without fail, positive stories win in the long run. As a strategist, I’ve always believed this:

You will always have the choice to go positive or negative in your strategy. Tell the scary, shame-based story or the positive, goal-oriented story. Neither is inherently wrong, but some do work better than others.

Charity, global warming, war — why do none of these narratives work to permanently move people? Because they’re shame based. They inspire guilt. They create a feeling that may motivate in the short term, but most people want to avoid and escape in the long term.

16 Rules of Brand Strategy

But giving it time doesn’t mean just waiting for time to pass.

It means constantly telling and retelling the new story in new ways, and never letting the dust settle on the new reality you’re creating.

It means killing off the old audience over and over again, no matter how many times you have to do it.

Addiction, mental health, illness, marriage and dating — brands have been trying for years to change these stories, and the ones that will succeed are the ones that keep making noise.

When people start waking up, it will be the persistent brands who are there to meet them.

Giving it the time it deserves means using that time wisely. You can create a safe space that gently nudges your user in a new direction, and gives them the room they need to start changing the story for themselves.

Categories
Startup

The tipping point of trust

It’s the most important destination for your brand and users. This is how to get there.

[Photo by Oliver Sjöström.]

I had a prenatal massage at one of my favorite spa chains recently, and struggled with trust in a way I’ve never experienced before.

I love massages. I always have and I get them regularly. But a prenatal massage is different. You can’t lay down in the same positions or put pressure on certain body parts like the stomach and ankles. You feel stiff on the table, but because the hormone relaxin has actually loosened your joints, you may be far more flexible (and prone to strain) than you realize.

Overall, it’s like discovering yourself in a new body, which means I wasn’t in my favorite spa getting my 60 minute massage.

I was a new consumer buying a new service for the first time, and any trust accumulated between me and the brand up until that point had been wiped out. I was experiencing this with a fresh perspective.

Instead of zoning out the moment I laid down like I usually do, I was tense for the first 45 minutes before I could finally relax for the last 15. I simply couldn’t ease my body or turn my brain off.

I was unable to give myself over to the process because there weren’t enough brand interactions to get me to the tipping point of trust.

The brand had done nothing to indoctrinate me into our new relationship, and I had no way to frame the experience or contextualize what was happening.

Although the masseuse was well rated, kind and continuously checking in with me to make sure I was comfortable, I was missing the cues that should have told me, “this is what to expect”, “this is how you know it’s being done right”, and “this is what you should care about.”

Without those cues, I simply didn’t know when I could relax and I didn’t have the permission to let go.

The tipping point of trust is the moment that we go from thinking about an exchange to purely experiencing it. Depending on the business you are in and the customers you are speaking to, you can think of it as going from shopping to consuming, witnessing to being, or conscious to subconscious.

Users cross the tipping point when:

  1. they are willing to be vulnerable enough, and
  2. that vulnerability is rewarded.

Your job isn’t to get rid of the vulnerability. Vulnerability is an important relationship-building tool. Your job is to make that vulnerability worth it.

Trust is inherently tied to risk, but you don’t gain trust by making risk go away. You gain trust by making the risk worth it.

When you give people permission to be vulnerable and then reward them for it, you create a strong bond.

23andMe understands this. There is a great deal of inherent risk with their product, but instead of focusing on mitigating that risk in their brand positioning, they work to set a narrow field of expectation that users can measure their experience against:

 

Meet Your Genes℠ With 23andMe!

 

When users take the leap and contextualize their experience not as a black box DNA test, but rather as “Meet Your Genes” — or put another way, a colorful way to familiarize yourself with anthropomorphized genetic personalities living in your body — they are rewarded with an easy understanding.

You know to interpret your results with a sense of playful discovery. You know to connect with your genes as if they are friends living inside of you. You know to see them not as cryptic markers that control your life, but rather as personified characters that answer to you when you ask them to reveal themselves.

That brand positioning primes you for a very different kind of experience.

(I‘ve written’ more about my own experience with this, and identity narratives in branding here.)

This also underscores something important: the tipping point is reached with the brand and not the UX.

Many people think that you get to the tipping point of trust with good UX moments or product features, but neither of those things can give users the context they need in order to have the right kind of experience going in.

They can certainly build trust incrementally, but they do not change the overall mindset of the user like brand can.

Brand is where you start.

The Nature of Trust and Control

Trust has been defined and redefined many times in the past few decades. It’s a tricky word to describe, like ‘cool’ or ‘porn’.

There is one recent definition, however, that works well in a branding context:

The willingness of a party to be vulnerable to the actions of another party based on the expectation that the other will perform a particular action important to the truster, irrespective of the ability to monitor or control that other party.

Mayer et. al., 1995:712

Trust means giving up control in one way or another, but in a user context, giving up control is scary. As brands, we work diligently against that fear, trying to offer control through transparency, dashboards, customization or any other number of features that put our customers in the driver’s seat.

On their own, these features fall short of true control because in the end, they’re just band-aids for the symptom.

No company can ever give 100% transparency. Dashboards are limited by definition. Customization usually only goes so far.

A far more powerful way around the trust issue is to change the way your user perceives control in the relationship to begin with.

23andMe moves the center of control from your genes (which comes from a very strong historical narrative, by the way, that says everything about a human is genetic) to you as an individual.

Genes are made to be coaches, HQ operators, friends and so on. They help, but they do not control us. They guide, but they do not command the quality of our lives.

For a silly brand campaign, it’s actually quite smart in changing perceptions of what genes are and how we should interface with them. Genes don’t control us. We do.

Control is in the perception. You can shift the center of control by shifting the paradigm.

Framing For The Tipping Point

Another way to think about the tipping point of trust is to think about framing.

Brands are framing mechanisms. They inform us how to embrace and internalize an interaction.

At the extreme end of the framing spectrum, we run into a bias called the framing effect. The framing effect is our predisposition to assume there are certain boundaries to a choice or situation, based on the information at hand:

The framing effect is a cognitive bias where people decide on options based on if the options are presented with positive or negative semantics; e.g. as a loss or as a gain.

People tend to avoid risk when a positive frame is presented but seek risks when a negative frame is presented. Gain and loss are defined in the scenario as descriptions of outcomes (e.g., lives lost or saved, disease patients treated and not treated, etc.).

As a former publicist, I can tell you this happens a lot in political reporting.

Take a look at the recent coverage for the Green New Deal and you’ll see that most of the headlines asked “Can we trust this deal?” rather than actually trying to understand what was in it.

The framing proved very powerful — from the beginning, we were primed to see it as problematic and unfeasible, even without knowing what it was comprised of.

You can literally watch hours of segments about the Green New Deal, as Vox reporter Carlos Maza did in the video below, and realize that none of them actually explain how the deal works:

 

Why you still don't understand the Green New Deal

 

Granted, the policy set forth was still lacking in certain details, but that’s not atypical for a proposal like this where further explanation is released later. There were plenty of details right there in the deal that were simply never covered in the press in any meaningful way.

Tactically framed political reports and articles are positioned so you don’t think to trust the content, you think to trust the critique.

Framing can be dangerous, especially when you have a lazy or jaded audience that’s become more accustomed to reacting than investigating.

But if framing can obscure the things that should matter, it can also force us to care about things that may have not mattered before.

Wilkinson Mazzeo PC is a small legal duo in San Diego, California that has used framing to completely change the way their customers view both the law and lawyers:

https://wilkmazz.com/ March 13th, 2019

I often write about large brands in B2C or D2C, but this is a strong example of how the same branding principles can be applied to B2B, or smaller to medium-sized brands (although Wilkinson Mazzeo does have impressive clients experience under their belt).

As you go deeper into their website you realize this company is having a completely different conversation about law, entrepreneurship and community than anyone else in the space.

They say that they are “humanizing the practice of law”, but I would argue that even more importantly than that, they are reframing both what law should be, and what we should care about as consumers of that law:

Wilkinson Mazzeo’s love letter to the creatives they serve.

You can’t explore this website as a creative or entrepreneur and not start having a conversation in your head. “Does my lawyer think like these guys do?” “Would my lawyer care as much?” “Is my lawyer creative enough to protect my company?”

“Have I been thinking about law in the right way this whole time?”

Emily Wilkinson and Sam Mazzeo have reframed the conversation to get you to the tipping point of trust very quickly. Whereas you may have observed the brands of other law firms in the past, you come to quickly experience the brand of this one right now.

They even have merch. They have merch because they know they’re not selling legal services, they’re selling a relationship based on trust.

Just like when you wear a Patagonia shirt or band tee, you’re celebrating your relationship with the other party.

Wilkinson Mazzeo’s merch.

Most importantly, they make it easy to leave your biases about lawyers at the door when coming to this brand.

Framing for the tipping point of trust changes the reference points people use to gauge your brand.

Understand how to get users to the tipping point of trust first, then create the signals that will guide them there.

There is a certain kind of vulnerability required here in order to converse with this brand. You have to be willing to forget what you thought about lawyers. You also have to connect with these two specific lawyers as friends first, legal practitioners second.

Once you do, you’re rewarded for your vulnerability and start the relationship from a very different place.

That tipping point is the most important place to get to for this brand, or any other brand.

Find it and then steer your users toward it.

Categories
Brand Strategy

Mining for your brand’s “big idea” to unlock new markets

[Photo by rawpixel on Unsplash]

The only rules worth following are the ones you write yourself.

Very few companies understand the big idea behind their brand, if they even have one.

They may know their mission and vision. They may see how they plan to disrupt their space, or have a feel for what the big idea is behind their product, but the big idea behind a brand is something very different.

Your brand’s big idea is a notion or concept that changes the rules for everyone in the space — you, the customer and your competitors.

The rule used to be that food programing on television was a specialty genre. Food shows and channels were niche, much like crafting programs or channels centered around sport.

Then 9/11 happened and suddenly people were looking for comfort.

One of the first places they turned to was The Food Network. There was such a huge influx of viewership, that the company chose to rethink the very concept of their brand.

They quickly understood that food didn’t have to be about food. Food could be about entertainment and safety — a notion that was unthinkable even a few months before that point in history.

That’s a huge change in the rules.

When you change the rules, you change the paradigm. The Food Network’s big idea not only affected them, it affected their customers and perhaps above all, affected their competitors.

Alton Brown recalls that time and what it did for the landscape:

It spawned an entire comfort culture that led to the proliferation of experiential wellness and self-care, ASMR and mukbang videos, and hygge, among other things. All ways to shut off our brains and simply absorb feel-good sensory content.

Changing the rules creates a new lens that hasn’t been considered before by the user.

Very few companies today — even many of the buzziest or well funded — have a big brand idea behind them, and that’s because they’re tapping into a rule set that already exists.

Great Jones makes beautiful, affordable cookware that millennials love, but they’re playing by today’s rules of what it means to be a good host and transitioning to an adult life.

Great Jones, February 27th, 2019.

They, along with others like Year and Day and Misen, have a huge opportunity to redefine the spaces we eat in. After all, gender roles in the kitchen have changed, this is the first time in history when entertaining a dinner party does not have be precluded by marriage and homeownership, and the role of the celebrity chef has altered our relationship to food altogether.

Any of these new millennial-facing cookware brands could capture the latent value of these cultural shifts by creating a narrative or context to understand them in.

They could write new rules around the intimate act of eating in the home or what it means to reclaim the cooking and eating space that was once so politically charged and gendered, but is now up for complete redefinition. There is room for a brand to lead this conversation and create the new rules of engagement around it.

Instead, they’re playing by the old rule book that Le Creuset wrote decades ago: embody the role of a good host, create something beautiful that guests will remember, and have that picture perfect adult life. Basically the same roles and relationships we’ve had to eating and cooking for a very long time now. The same rules our parents and grandparents operated in.

Brands following someone else’s rules leave money on the table.

They can get very far, and perhaps even win, without a big idea propelling them, but let’s be very clear about what’s really happening here — they’re creating a brand for today, playing by today’s rules and today’s values.

Even though Great Jones and Year and Day both have very specific visual styles and motifs, illicit a general feeling very well, and have seemingly figured out product-market fit, there’s more to be had here.

Those that create a brand for tomorrow by defining a new set of rules and pushing users into that unfamiliar future are far more defensible in the long run because they are creating their own authority and their own playing field.

There is no doubt that The Food Network has benefitted tremendously by spearheading a big idea.

It led to celebrity chef franchises (unlike any we had seen before), food and cookware (both chef-driven and private label), and a major event circuit. This is an entire world of market opportunity that didn’t exist before they changed the rules.

It’s risky but when done right, a big idea with new rules means new market opportunities as well.

If you’re building something meaningful, you need to start mining for your brand’s big idea now. Here’s how to know it when you find it, and how to leverage it to create a whole new roadmap.

Your brand’s big idea must create new rules that make old norms obsolete.

This is the first sign of a big brand idea.

You’re not just making things better or more advanced in a way that evolves current norms. When you change the paradigm of an entire space, there simply is no room for old norms to exist anymore. You’re creating a whole new reality.

If you take a look at The Cooking Channel, a graveyard for old food programming and spinoff of The Food Network, you can see that these brands literally live in two different worlds.

Every user touchpoint from the videos to the cookbooks and community either falls into the old or new paradigm. A show on The Cooking Channel such as Cook’s Country is not a passive experience, nor does it trigger the same entertainment signals in your brain.

The community that’s formed around the show does not engage the way that you might see around The Food Network, celebrity chefs have very different relationships to their audiences, and the overall experience is wildly different.

You couldn’t even evolve The Cooking Channel’s programs, non-TV content or community to fit into The Food Network. A Cook’s Country chef isn’t going to show up on an episode of Hot Ones like Alton Brown did.

The brands are on two different planes.

How to Make Homemade Pierogi and a Tender, Juicy Pork Roast

A typical episode of Cook’s Country on The Cooking Channel (PBS).

 

Big brand ideas are hard for this very reason — you oftentimes have to scrap everything you know and be willing to build from the ground up.

The idea is bigger than the sum of your product and your user. It’s a new lens that changes the way we see (and behave within) the world.

Big ideas are debatable, risky and likely to fail.

Big ideas are not guaranteed to work.

Your audience is always ready to be pushed into the future, but sometimes we push them too hard, too far, or in the wrong direction.

The Food Network’s big idea was highly debatable (especially for its time), risky and likely to fail. But it worked.

Then again, so was Snapchat’s big idea, as I wrote back in 2016:

According to Evan Spiegel, “It’s not about an accumulation of photos defining who you are … It’s about instant expression and who you are right now.” If you think Snap’s new Spectacles product is a misguided step into hardware, consider it from that strategic narrative. Spectacles are about reliving memories, not creating a curated online album like every other social network out there.

Snap Inc.’s strategy created pressure to move into a different market. Killer strategies pressure you to make divisive decisions. They pressure you to change your consumer’s behavior and mindset.

They also pressure you to talk directly to audiences that are on your wavelength, and force you to risk not talking to the rest of the world.

They’ll push you to do the impossible. In this case, that means winning where Google Glass failed, with an arguably simpler product no less.

Snapchat and Google both shared a big idea around how we experience life through AR and shared content.

Neither of them could make it work, but rest assured there will be other companies with other attempts, and each time the big idea will be just debatable as it has been.

That doesn’t mean, however, someone can’t figure it out. It only means that we’ve tried to either go too far, too soon, or in the wrong direction.

Big ideas will open new doors that sound crazy (at first).

Hardware sounded crazy for a social network. Private label goods sounded crazy for a television network. But in both cases it was the big idea that revealed those new market opportunities, and once the gates had been opened, it didn’t sound so crazy anymore.

If your big idea leads you into new categories and products, then you’re likely on to something.

You can think of big ideas — and brand strategies by extension — as master filters.

When you’ve nailed down that big strategic idea, you should be able to filter every choice through it and arrive at an on-brand decision.

Everything from product to communications, customer service, UX, partnerships and collaborations, HR and hiring, executive team, sales, operations, business development… everything should be filtered through your big strategic idea to make sure you are arriving on an on-brand decision.

It is a filter for every choice that matters, and the choices that matter the most are the ones that move you forward in your market.

Use your big idea as a filter for your product roadmap and you may find that the obvious choice for your brand is no longer the right one. Big ideas will move you into weird, scary places sometimes, but that is where the true opportunity lies.

Fewer and fewer companies are winning by staying in their lanes.

Categories
Brand Strategy Video

TLDR Strategy: Brand Tension

insights in culture

TLDR Strategy: Brand Tension

When brands create tension, they force people to move.

Tension turns people into lovers and haters, but the one thing it doesn’t allow is for people to sit still. That’s good, because the last thing you want is a brand that’s ’nice’ or a brand that people are indifferent to.

Tension can come from a few places, such as comparing what is to what could be, or unearthing a new belief. Whatever the source of tension is, it 1) has to be about the user and 2) has to be consistent.

When done right, it creates loyalists and avid fans.

When done wrong, it can make people angry (Pepsi, anyone?) This video shows you the right and wrong way to create tension that actually moves people.

Read the full case study on “The Magical Art of Making People Move With Brand Tension” with examples, here.

Written By
Jasmine Bina​

You might also like

Think With Us:

Strategy In Your Inbox
Categories
Brand Strategy

The Lifestyle Brand Blueprint For Tomorrow’s Companies

[Photo by Joel Bengs.]

Lifestyle consumers are changing. Your brand should, too.

Lifestyle brands have existed for a very, very long time. From Pears Soap of the early 1800s, to the Marlboro Man of the 1950s and the Glossiers of today, all of these brands are part of the same lifestyle heritage.

The existence of lifestyle branding hasn’t changed. What has changed, however, is the role that lifestyle brands have played in our lives over time.

Early lifestyle brands were gatekeepers that informed us of our stations in life and how to act within them. You used a certain soap in order to be a good member of society. You shaved your legs if you were an upstanding woman.

This reflected a larger truth about the consumer. We looked to institutions for meaning. Government, marriage, education, class, career — all of these goalposts sorted us among our peers.

From left: Pears Soap prescribing identity, Marlboro promising the life not lived, Glossier creating a likeminded tribe.

In the late 20th century through to today, things took a dramatic shift. Our goal posts began to evaporate and those same institutions (known more commonly as the corporate ladder, the American Dream and the nuclear family, among others) no longer served the same purpose.

Meaning had become democratized and created a fantastic vacuum for companies.

New lifestyle brands like Apple and Nike allowed us to self-organize around ideals of our own choosing, regardless of our lot in life. We could find our tribes and rally around the aspirations that stirred us.

Lifestyle went mainstream and was layered over every vertical, from fashion to finance. As a culture, we moved from interacting with brands as vehicles of self-labeling to vehicles of self-expression.

This is where we are today.

We can stop here and build a lifestyle brand based on this insight, and that would be enough to get your company off the ground.

But the consumer is changing again, and I absolutely do not believe that building a successful brand is about the current market.

Successful brands are built in the future market.

In which case, we need to ask ourselves where lifestyle brands are headed next. And of course we’ll start where we always start: with the user.

There’s no denying the fact that users are becoming more and more sophisticated in the brand vernacular, and more demanding of the brand value they pay a premium for.

Without gatekeepers, institutions and traditional life milestones, users have come to create their own centers of meaning around lifestyle brands that help them signal to the world who they are. I may not have an executive title, but I have a WeWork office because I believe I am a disruptor.

But self-expression opens the door to something much more important on the horizon. Today we want to belong, but tomorrow we will want to matter. Accordingly, the lifestyle realm is undergoing a transition from aspiration to something with more substance.

We’re moving from self-expression to self-discovery.

This is not about design aesthetics or leveraging influencers, or even creating buzz as we see with the bulk of lifestyle brands today. It’s not soothing sans-serif fonts and pastels that make us feel tuned into a trend. And it’s certainly not a USP.

This is about a maturing consumer that’s seeking new centers of meaning in their lives, and accordingly will seek out brands that help them discover who they are in the process.

We’ve gone from macro to micro, outer world to inner world. It’s a much more intimate and personal relationship that adds a layer of intrinsic value to the product.

The successful lifestyle brands of tomorrow will need to follow consumers deeper into themselves in order to resonate.

This is where you start building in the future.

This is where tension comes from. If you can create a brand that pushes your audience to get to where they are going (perhaps when they don’t even realize they are going there themselves), then you will create and capture a special kind of value that will serve your brand for years to come.

With this new perspective, let’s look at some of the elements that should go into your brand blueprint.

Start with the conversation, not the lifestyle.

A lot of brands falter from the very beginning because they don’t understand what a lifestyle brand actually is.

A lifestyle brand is a conversation that happens at specific points in a consumer’s life.

Forget the aesthetics or aspirations. Those are mere tactics. If you want to be a lifestyle brand, you need a rock solid understanding of the values that you want to explore with your consumer.

Keep in mind you can’t effectively explore values like “transparency” or “honesty” or “social responsibility”… the common items listed in company’s mission statement. Those are baseline requirements (self-expression at best, features at worst) that you should be delivering to your consumer anyway.

The values worth exploring are the ones that help your user move down the self-discovery path.

Values sound provocative, revealing, and you either really care or you really don’t because as a consumer, you immediately know if that value will get you to someplace deeper within yourself:

  • “The thrill of vulnerability in an unforgiving world.”
  • “The political act of self-love.”
  • “Freedom of the human soul in nature.” (Check out what Yeti is doing here.)

The New York Times has taken an interesting turn toward lifestyle recently. True, the news and media company advertises no-nonsense slogans like ‘You’ve read the news, now read the facts’, but take a closer look at their content investments and you’ll see that they’re actually exploring the value of “being human without judgement.”

It’s a compelling concept.

Part of how they underscore this is in two excellent content series: Modern Love and Conception.

 

Open-Hearted Doorman | Modern Love | The New York Times

Modern Love isn’t about the news. It’s about the non-newsworthy events that define our love lives.

What Motherhood Is Really Like | NYT -  Conception

Conception doesn’t include doctors or experts. Just the private voices of parents.

 

You’ll notice in both of these series, there is no news.

Modern Love is about the non-newsworthy events that define our love lives.

Conception doesn’t include doctors or experts. Just the private voices of parents.

These are avenues toward “being human without judgement”, and for many viewers, a straight path to self-discovery.

You can’t explore that value just anywhere. The New York Times knows explorations like these have to happen at certain points in the user’s life.

You can’t get more human than disappointment in love and heartbreak in parenthood, nor can you find two topics more charged with judgement. The New York Times deliberately chose these moments in our lives because they push the self-discovery conversation forward more quickly and more effectively than any other moments in our day-today.

That demonstrates the simplest definition of what a lifestyle brand truly is: Lifestyle brands insert themselves into the important life moments of their users. Specifically, those life moments that echo the brand’s guiding beliefs and the values they’re working to explore.

The values worth exploring with your users are usually the ones that go unspoken. They’re the paths less traveled our minds, but hard to resist going down once someone shows us the way.

Emulation vs. empowerment.

If we’re moving from self-expression to self-discovery, then we’re also moving from emulation to empowerment.

In other words, purely “aspirational brands” will decline.

Many companies have beautiful and tight visual branding that signals something to aspire to, but not much more than that. We see them everywhere — clothing, food, tech, entertainment — but as consumers, we’re so oversaturated with this kind of two-dimensional branding that it has started to become redundant.

How can many of these brands be deciphered from one another? At what point do I stop caring about the novelty of aspirational brands and start looking for something that will deliver more?

When three major athleisure brands like We Are Handsome, Stellasport and Sweaty Betty become indistinguishable from one another, what is left?

From left: We Are Handsome, Stellasport, Sweaty Betty.

We will eventually reach a point where users won’t care about attaining a prescribed lifestyle nearly as much as they will care about being enabled to create the deeper lifestyle they want.

Aesthetics, while important, are a tactical trap. They are not where lifestyle brands start, but rather where they end.

A simple way to vet your brand is to ask yourself, “Am I encouraging people to emulate this lifestyle, or am I giving them the tools to attain something bigger?”

Notice I said tools, not products. For truly brand-led companies, the product is secondary. You’re not selling your yoga pants in the promise that people will become more athletic — that’s aspirational.

Instead, you’re doing what Outdoor Voices is doing and build a brand around “happiness” while everyone else is building theirs around extreme grit, physical endurance and in the women’s category, sexiness.

The name comes from her childhood, where [Outdoor Voices founder Tyler Haney’s] mom would encourage her to use an indoor voice while the kid in her just wanted to be outside all the time.

 

“I thought, What if I built a brand around something people loved — a recreational Nike that’s all about staying healthy and being happy doing it?

The brand empowers happiness in a multitude of ways, including crowdsourcing many of their designs, deliberately focusing on low-impact daily activities instead of extreme sports, and featuring un-retouched ads of women with real bodies and real cellulite.

 

View this post on Instagram

 

A post shared by Outdoor Voices (@outdoorvoices)

These are all ways to empower women in being happy.

“OV is about being human, not superhuman.” Haney knows that for the next generation of brands, aspiration is taking a back seat to something more powerful.

It’s why the company grew 800% in 2016 alone and commands huge lines at their NYC sample sales, rivaling the sample sales of most luxury brands I’ve had the chance to queue up for.

The buck has to stop somewhere.

Lifestyle brands need a founder’s face and voice.

Someone needs to take responsibility for everything that goes right and everything that goes wrong.

People need to know that if they are investing in so much intangible brand value and giving themselves over to such a demanding (but rewarding) self-discovery experience, there is someone on the other side of it all that is just as committed.

Unlike B2B and non-lifestyle B2C brands, lifestyle brands across the board need to showcase a real person that’s driving the vision and innovation in the company.

Your consumers don’t need a relationship with the founder specifically, but they need the comfort of knowing they aren’t being cheated by some flashy marketing gimmicks and a savvy art department.

The best companies are the ones led by CEOs who have their own personal brands. They’re influencers in their own realm who are one or two steps ahead of the company brand that they are building.

Gwyneth Paltrow’s personal brand (as exemplified through her life) is like Goop on steroids, and Elon Musk’s personal brand of being a rebel futurist is arguably leagues ahead of Tesla’s.

Joe Rogan Experience #1169 - Elon Musk

Elon Musk covering literally everything in his interview with Joe Rogan.

 

When a founder’s personal brand is further into the future than the company they are building, it demonstrates a real devotion to a larger belief.

It also gives avid users — the ones who spend the most and thirst for deeper engagement — a direction to point their attention in.

You don’t need to be a celebrity CEO, but you do need to be creating spheres of influence through content, social or in your physical network. You need a strong point of view that perhaps would be too heavy handed for your company, but can comfortably be explored by you as an individual.

Take your big idea and use your personal brand to push it further. Don’t be afraid to draw a line in the sand and show which side you fall on.

If you’re the CEO, people need to be able to find you, understand you, and make you part of the story.

 


 

The lifestyle consumer is changing. Your brand should, too.

The next generation fo winners in this space already see that we’re moving from Lifestyle 1.0 of graphics and clever taglines to Lifestyle 2.0 of conversation, empowerment and accountability.

As we move from self-expression to self-discovery, you need to be positioned as a brand that can guide users deeper into themselves.

It’s a riskier strategy that will take more time and money. But it’s the only strategy that will win the long game.

Categories
Startup

These Are The Secret Signals That Lie Beneath Every Successful Brand

[Photo by Hugo Jehanne.]

You can’t move the market if you don’t know how to read the market.

There’s a big difference between building a brand for today and building a strategic brand for the horizon of your industry.

I meet a lot of branding people who create or consult companies based on two-dimensional principles. That usually sounds something like:

  • “We’re making health food for the young urban professional that doesn’t have time to cook, but wants to feel good about what’s going into their body.”
  • “We’re a D2C lifestyle clothing brand for young, single men who aren’t afraid to put some personality in their wardrobes.”
  • “Our brand is for the millennial yoga mom who wants an electric car that reflects her values.”
  • “We provide frictionless financial solutions for small businesses and their vendors.”

If any of these sound familiar, then you are building a brand for the here-and-now. It will work for the here-and-now, but there is no strategy for how it will compete in the next few years.

That’s because these brands fail to look at the deep signals that are going to move their markets. Some of the most important of these signals are in culture and definitions, and it takes a keen understanding of markets and mentalities in order to pick up on them.

They are hidden because they haven’t emerged yet, but the groundwork for what they will mean to us as consumers is already being laid.

This is part of thinking like a brand strategist. I’ve written about it in a previous post, but here I want to cut deeper into a certain aspect of what those signals mean and where to find them. Specifically, the more foundational signals we may take for granted but see all around us in the world.

Above all, I want us to explore how to use these signals for your own brand. If you’re creating a brand based on strategy, it’s important to have a curiosity not only for how things are changing, but why, and to apply that ‘why’ to your own business.

You’ll see that these signals can come from any corner of the playing field, and yet can be applied to nearly any business in the landscape.

Signals usually supersede any particular vertical because they’re not about the market itself, but rather the forces that move the market forward.

You can’t move the market if you don’t know how to read the market.

Once you see a signal, you start to understand how it powers much of the activity in our lives.

Signals are codes. They underlie what you see on the surface of a market, and the strongest brands out there have made those codes part of their DNA.

Collective Culture

A strategist has to be something of a cultural anthropologist. You have to see your users as individuals as well as products of their surroundings and part of a greater whole.

Sometimes, a glitch in the cultural system can lead you to the faulty code of a signal. I saw something like this recently in an old story about finance.

The world’s first index fund was founded by John Bogle of The Vanguard Group in 1975. There was nothing like it at the time. You couldn’t simply ‘invest in the market’, and most investors worked with advisors to actually beat the market with their portfolios.

The entire investment paradigm at that time was to perform better by placing your bets in a subset of market stocks.

Bogle, however, noticed something interesting that was starting to emerge in the research of economists like Paul Samuelson and Burton Malkiel.

He saw that oftentimes, if you just invested in a weighted basket of all stocks in the market, you’d be better off than trying to beat the market by predicting with a few key companies. In other words, the average of the market performed better than most investors did with their portfolios… and he had the historical figures to prove it.

That sounds logical, right?

But for many it wasn’t. The concept of an index fund was met with huge resistance in the financial community, as well as its fair share of ridicule.

It was called “un-American” and Fidelity Investments Chairman Edward Johnson was quoted as saying that he “[couldn’t] believe that the great mass of investors are going to be satisfied with receiving just average returns”.

An executive from a different firm wrote that all but “a very small minority” believe “index funds are a ‘cop-out’ and a fad that will soon disappear.”

That should draw your attention.

Why would Americans believe, that despite all the logic and proof behind it, an index fund was un-American and destined to fail?

Because there is something about being American that stands in the face of what Bogle’s fund represented.

It’s a sin to be average in America.

Somewhere, deep in our collective psyche, we believe that to be American means to be exceptional, and that cultural quirk revealed itself back in 1975 in this very incident.

Anti-index fund poster distributed by financial research firm Leuthold Group, who later claimed that the posters were in jest.

It’s such a sin to be average in America, that we are willing to ignore facts and figures in order to prove our beliefs.

How to use this signal.

As a brand, you can use this signal for your own benefit.

There are themes of exceptionalism, elitism, superiority, personal potential and self-discovery all wrapped up in this signal. These are strong personal motivators, whether we admit them or not.

That’s why stories like The Ugly Duckling keep recurring over and over again in the canon in modern day versions like John Snow in Game of Thrones and (of course) Harry Potter.

At the root of it, there’s an interesting mentality.

This is about changing your perception of yourself.

We can’t change the story that it’s a sin to be average, but we can change the average.

Changing the context can change user perceptions.

As a business, you can take what is normal about a user and reposition it as something extraordinary.

Brands like Moleskin, Apple and Bulletproof Coffee have all elevated something mundane about their users into something far more valuable.

That change in perceptions is the added value of their brands. When you use their products or buy into their philosophies, you are changing your perception of who you are.

Don’t underestimate the power of this mechanic. When perceptions shift, so does our purchasing.

[You can uncover other cultural signals using The Emergent Story Arc here.]

Changing Definitions

I’ve written before that peoples’ values rarely change, but the beliefs that sit on top of those values are more fluid and change easily.

Sometimes our very definitions even change.

We carry a big cultural value to eat what is good for us. But the definition of eating good food has evolved from the 1950’s through to today. Some of that was powered by science and government guidance, but a lot of it has been powered by beliefs around ethics, how we gather as a community, and what foods actually provide for our bodies.

The modern health food ‘craze’ as we know it today first took hold in the 80s and 90s, when restaurants like Souplantation and El Pollo Loco were rapidly growing.

Both of them reflected the healthy eating definitions of the time: that fresh food was healthy food. Souplantation had the mile-long buffet filled with trays of colorful produce. El Pollo Loco made open kitchens core to all of their locations and showed your flame broiled chicken being prepared, without microwaves or pre-processed ingredients, right in front of you.

By 2014, El Pollo Loco had taken on considerable debt and losses (despite growth), and since going public in that same year, the stock price has steadily declined by 40%.

By the 2017, Souplantation had filed for Chapter 11 bankruptcy.

The decline in casual dining and overall declines in the market hit both companies hard. They weren’t mismanaged, but they were relics of a bygone era. Not because we stopped eating healthy, but because our definition of healthy had shifted.

Meanwhile, new salad upstarts like Sweetgreen, Salata, Tender Greens and Chopt are booming because they were smart enough to tap into a new definition of eating healthy.

They saw that it wasn’t just about the food anymore, but about sustainable practices, transparency about where the food comes from and the artisanal craft of preparing and honoring that food.

Sweetgreen made a point of teaching consumers that, unlike places like El Pollo Loco and Souplantation, people should not expect to get the same standard of food in every restaurant location:

“We want people to understand that that’s normal and that’s okay,” [Sweetgreen’s co-founder Nathaniel Ru says. “Something should taste different in a different place.”

That’s a major shift away from traditional fast-food principles, which dictate that customers should be able to walk into any location and get the exact same food and experience. In this realm, each chain is constantly trying to prove it’s more connected to farmers than the other guy. (Fresh&Co even bought its own farm on Long Island, announcing it would provide “hyper-local seasonal” ingredients.)

These brands understood that our definition of eating good went from ‘food that looks fresh’ to ‘food that has a story’.

Tender Greens and Sweetgreen both turning food into a different kind of story.

How to use this signal.

Definitions are a different kind of signal. When definitions change, it’s a reevaluation of our beliefs, but also a recommitment to our values.

Definitions, above all, need to be spelled out.

If, as a brand, you see that your audience is starting to untether themselves from a belief that centers around a core value, that’s a tremendous opportunity to help people define that change.

When consumers start to feel a change in their beliefs, it’s the brands who define those changes that win.

You can help people change the definitions around them, when they’re ready, by giving them a concrete stepping stone for getting there.

We didn’t know that we wanted to play with our makeup until Glossier defined that new relationship for us, although young women were starting to feel it.

We didn’t consciously realize that our cars were turning from self-expressive statements to utilitarian objects, but SUVs got us there. That’s why sedans have started to fade away and SUVs, the fastest growing truck category, have increased in shares to 42%, from 30% in 2010.

If you watch carefully, you will see a changing definition in your own industry (if not a few).

You can help people articulate it and become an important part of your user’s evolution into a new set of beliefs.

 


There’s always a signal.

I’ve seen that even in the stalest of industries, where it may seem as if there’s no innovation and no change in what consumers are searching for, there is, in fact, a signal.

It may be weak, but it’s there. Nothing in the market is static, and nothing about your audience is set in stone.

If you search for that emerging change, you will find it. Building a strategic brand means digging for those signals and making them a part of your DNA.

Categories
Brand Strategy Video

TLDR Strategy: Strong Brands Ask, Weak Brands Answer

insights in culture

TLDR Strategy: Strong Brands Ask, Weak Brands Answer

You may not realize it but the world can be divided into two kinds of brands: those that ask the questions, and those that answer them.

Leaders are often compelled to create the kind of brands that answer. ‘This is how you should shop. This is the best way to dress. These are the products that will solve all of your problems.’…

But smart brands don’t fall into the answer trap. Instead, they exist to pose the big questions that matter.

Pantone vs. Crayola, Google and Facebook vs. everyone else, Unilever and P&G vs. a world of upstarts – all of these spaces have brands that were shortsighted enough to answer compared to those that were smart enough to ask.

Asking questions leads to a path forward, while answering questions leads to a dead end.

This is an abstract concept, but an extremely important one. I dive into all of these examples and show you exactly how an asking approach differs from one that answers.

Once you see the pattern around you, you’ll understand how to navigate your space in order to create a powerful brand position.

Read the full case study on “Strong Brands Ask, Weak Brands Answer” with examples, here.

Written By
Jasmine Bina​

You might also like

Think With Us:

Strategy In Your Inbox
Categories
Marketing

Belief Is The New Benefit: Why you need to find your deeper brand

Photo by Scott Webb.

Time to rethink what you’re selling.

We’re living in a time when every brand is rethinking who they are and what they stand for.

That’s because at some point during the Apple revolution, consumers stopped buying products. They stopped buying specs like more horsepower in their cars or greater color options for their shoes. They stopped buying features like cheaper price for electronics or faster delivery of their food.

And at some point, they even started migrating away from benefits like productivity by way of their note taking apps, or the confidence that comes with a whiter smile, or anything that stopped at being aspirational.

What people started buying instead was beliefs, and nearly every new disruptor out there is banking on that insight.

Belief is the new benefit. Users are buying not the product, but rather the larger belief that makes that product necessary.

And for all of you that think you sell more ‘practical’ products immune to this new branding frontier, like toothpaste or moving services or mortgages, I guarantee there is someone plotting to steal your market with a belief, right now.

Yes, even if you sell toothpaste, a brand like Twice is here to eat your lunch.

Twice website Jan. 16, 2019

The Twice story has philanthropy and social good, safe ingredients and even Lenny Kravitz.

But what Twice is really about is turning toothpaste into something much greater. If grooming is now about self-care and wellness, then Twice is about a mood… or rather, elevating your mood to reach that pinnacle of wellness we strive for in every other part of our lives.

Twice embodies the belief that our most intimate rituals are sacred.

It’s a young, newly launched company that still has room to grow on the branding side, but they’re smart enough to know that they’re not here to sell you a product.

They’re here to sell you a new belief you didn’t know you held before.

After all, why shouldn’t we have different toothpastes for day and night, to serve two very different needs? Why shouldn’t we take care of our smiles and bodies and mental states the way we deserve?

Why shouldn’t brushing our teeth — something that marks both the beginning and end of the day, something that prepares us to both fight and to rest, something that signals self respect just as much as it does societal norms and taboos — be treated like a sacred ritual?

Twice goes deeper, like so many other brands I have written about over the years. When you go deeper, you reveal a much richer way to tell your story and capture your audience.

Going deeper transcends nagging consumer concerns like cost or convenience, and lets you play outside of the confines of product.

Your deeper brand is the one that sells a belief. The product is secondary. It’s the belief that people want to consume.

What is a belief?

Many CEOs and and brand executives mistake beliefs for causes.

Let me be clear that causes are not beliefs. They are also not defensible brand strategies. These kinds of causes can certainly serve you in the short term and help align the brand today, but they will not motivate beyond a core group of users in the long term:

  • Charity
  • Gender equality
  • Product safety, anything “natural” or “free of X”
  • Climate change
  • Fighting against the system/ any system
  • Resources for the underserved
  • Philanthropy

Sustainability, too, is an identity driver that helps us align with a company as a consumer, but it is not a belief that will build a brand.

If you look at a company like Allbirds, it can be tempting to say that their commitment to sustainability, their craftsmanship and promise of ultimate comfort… that all of these things are the immovable pillars of a strong brand.

Allbirds website Jan. 16, 2019

But that’s not what Allbirds is really selling to the Bay Area VCs, New York lawyers, big city executives, west coast entrepreneurs and greater members of the gig economy that love them.

What Allbirds is selling is the belief and romance of Silicon Valley. They are selling all of the grit, determination, exceptionalism, autonomy and glory that the Silicon Valley myth holds within it.

This is a belief about upgrading yourself to a higher professional level, and Allbirds is the gear that will get you there.

You can see signals of this belief in their genesis. Allbirds, much like a tech-driven design experiment, were designed by the founders to be “the simplest sneaker we could imagine.”

After launching on Kickstarter, they were funded by a stable of name brand investors, their flagship NYC store is nestled among other D2C startup darlings like Casper and Everlane, and journalists and writers continue to say things like “Allbirds might be the closest the world of everyday fashion has come to embracing this ideal of optimized efficiency” or Allbirds are like “an algorithm on my feet.”

Take a look at their interviews and the press they have in business outlets like The Wall Street Journal, CNN, BusinessInsider and TIME. These are all signals sending the same message.

This is not a shoe or a comfort statement. It’s equipment for personal optimization.

If you look at the signals surrounding the brand, you come to understand that wearing Allbirds is like placing yourself within that greater Silicon Valley story.

Pay attention to how they don’t hide the fact that Silicon Valley’s elite is where this whole brand started. Notice how these shoes are part of the VC uniform that also includes Patagonia vests, button down shirts and S’Well bottles — an anecdote that is played up in nearly every mention of the brand.

Whether the brand was consciously seeded in the Silicon Valley scene, or was merely co-opted by its inhabitants, is unclear. But that’s not the only place where we can gather the brand belief that has emerged.

Look at the very people that make up their core audience. These are people who may not have careers in tech or have founded a startup, but work in adjacent industries where such a move might be a very alluring dream. Those same lawyers, creatives, executives, entrepreneurs and gig economy members resonate very strongly with the Silicon Valley belief of autonomy and personal success. Merino wool and the “the world’s most comfortable” design are merely the features to back it up.

A belief, unlike a cause, is a guidebook for understanding the world.

When you buy a belief, you are buying the whole universe of values, codes of conduct and rules that go along with it. That’s more than any benefit could ever do.

Beliefs are more powerful than benefits because they lock in a behavior. A brand led by belief informs your user’s mental model, not just their preferences.

Allbirds aren’t just comfortable shoes. They are a belief about who you are becoming, and inform your ideas about personal potential, drive and perhaps even destiny.

That may sound crazy, but it’s there in the brand. There are other options for eco and ethical footwear that also deliver comfort, but none of them deliver the magic that people really want to buy.

Centers of meaning.

Hospitals are becoming supermarkets. Supermarkets are becoming bars and restaurants. Bars and restaurants are becoming workspaces.

Like I said at the top of this discussion, every brand is rethinking who they are and what they stand for. They are rethinking their centers of meaning.

Left to right: Market on the Green, a grocery store run by ProMedica (WSJ), Local beers on tap at “The Parlor” at Whole Foods (Vox), Spacious turns restaurants like the Milling Room into co-working spaces during the day (NYT).

These companies have started to ask themselves who they are in a user’s life, what role they play and what they are actually offering.

When they did that, they realized they were not selling goods and services. They were selling much larger beliefs that touched on peoples’ lives in many more areas than previously thought.

When a healthcare company like ProMedica opens up a grocery store so that their doctors can prescribe both medicine and food to the patient, it’s because they understand their role as a guardian of health, not merely a hospital.

The same mechanics are at play when Whole Foods creates gathering spaces around in-store bars, or Spacious turns restaurants into co-working spaces during off peak hours. They looked at where they created meaning in a user’s life, not what they created as a product, and that is where they built their brands.

But what is most important here is the brave steps they took in having the brand strategy and belief direct the business strategy. They boldly started with the belief and meaning first, and then looked at the business. Most companies do it the other way around.

Yes, when you take an honest look at the centers of meaning that you are creating for your users and the beliefs that surround them, you will find that your business model may change.

You can decide to take the leap or play in your current comfort zone, but be assured that no one is safe from this tectonic shift. Not even major brands like Mastercard.

Apple, Nike, Target — these are all major brands with logos that omit the name. Starbucks dropped the word “coffee” from their logo a long time ago, and now that Mastercard (perhaps a less fervently admired consumer brand) has followed suit, it’s worth understanding why.

For Mastercard, the word “card” referred to a bygone relic of finance that no longer mattered. It tethered them to an archaic past.

The future of money is digital and Mastercard had to not only reassess the role it played in people’s metaphorical wallets, but how they could create meaning around money in general.

That meaning no longer revolved around a piece of plastic.

Dunkin’ has deleted the Donuts from its name because the product is incredibly limiting (especially in foreign markets where they have struggled) and because the product is no longer the brand.

Weight Watchers, which is now simply WW, has realized that they live in the sphere of wellness, not specifically weight management. That has caused them to revamp everything from the sourcing of their ingredients to the packaging of the program itself.

What we’re really left with in all of these cases is logos without names. Core images and icons.

It makes perfect sense: images and icons are the most primal ways to convey a belief.

You can see Jesus written in the sand, but you will feel the image of that cross on a hill. You can read a danger warning on a dumpster, but nothing strikes fear in your heart like a the spiky swirls of a biohazard symbol.

 

Why danger symbols can’t last forever

Excellent video on how to design fear into a perfect warning symbol.

 

Logos, name changes, new business verticals, subtext… they all point toward the larger movement that’s happening in branding right now. We’re in the next phase of how consumers and companies come to interact with one another.

When you truly hit on a resonant belief for your audience, the product and everything else around it falls away. That’s not to say that the product and every other part of the user experience don’t matter.

It’s to say that they are there to support the belief that holds them.


Understand your place in the user’s life.

This is the time to rethink what you’re actually selling. Your product and its features and benefits may have been the start, but they shouldn’t be the end of your brand journey.

For many founders, the belief is already there. They just have to stretch themselves to unearth it. Chances are you started your business because you had an important belief about the world or the future, but didn’t consciously realize it.

For others, they may have started with a product gap in the marketplace, but that doesn’t mean there isn’t a belief to be found. Consumer rush in to fill those gaps when they are given the opportunity because they have tapped into a larger, silent belief that hasn’t been articulated yet. Look at your user to see what it is.

Branding never stops.

Honor your work as a company by giving it the context most likely to matter to the user. Give people the meaning that will make them understand why you exist in the first place.

Categories
Brand Strategy Video

TLDR Strategy: The Perception Queries

insights in culture

TLDR Strategy: The Perception Queries

There are two deceptively simple questions that will reveal a world of strategic opportunity for your brand.

They actually reveal a tremendous amount of information about the mindset of a company’s leadership team while posing a much more difficult challenge than most people realize.

Taken together, I like to call them the Perception Queries, and everyone can benefit from answering them.

You can use these queries to get laser focus on the direction of your brand strategy from the point you’re at today to where you need to be in 1, 3 and 5 years from now. I will show you the right and wrong way to answer the queries, how to best leverage these answers in your work, and how to unlock their deeper power.

Most importantly, they will prove valuable at every juncture in your company’s trajectory, especially when easy short term growth opportunities gently nudge you away from your ultimate long term vision.

Read the full case study on the Perception Queries, with examples, here.

Written By
Jasmine Bina​

You might also like

Think With Us:

Strategy In Your Inbox
Categories
Startup

Where to push your brand forward in the next 2–5 years: An Industry Guide

Distinct brand challenges are emerging across every market, and they reveal untapped opportunities for the players that are willing to solve them.

People aren’t buying products anymore. They’re buying brands. That should make you think long and hard about what you’re actually selling.

Even the most mundane of companies — from those that sell toothpaste to those who hawk discount furniture assembly — realize that we are no longer selling goods, features or mere solutions for jobs to be done. We’re selling a story that sparks change in the consumer today, by showing them our brand vision for what the future can be tomorrow.

Some industries have moved forward faster on this than others. Hygiene, beauty, consumer technology and travel have seen huge steps forward in brand ideology. Finance, education and housing, not so much.

On top of these staggered gains hovers a cloud of rapidly changing user behaviors and perceptions.

In beauty, savvy consumers have dramatically shifted from single-brand loyalty to mixing and matching premium names with indie brands. A big part of the beauty experience is now about concocting your own Google-driven regimens.

In finance, peoples’ spending behavior has changed, but new values that pit immediate gratification against future uncertainty have created a tension we haven’t seen before. Brands in this space have done little, if anything, to ease that tension and create a new story around money (which is really a story around success and self worth — two deeply emotional themes).

Even if your brand-leading CPG company has gripped the attention of a lucrative audience, there’s a very good chance you may have educated your consumer past your product.

Specialty diet brands in niches like keto and paleo focus on content in order to build a cult following, but then that content creates a demanding consumer whose tastes quickly evolve out of the brands that sparked them in the first place.

Bulletproof may have opened your eyes to a new narrative around health, but soon enough MCT oils lead to adaptogens and nootropics, and a whole world of possibility that lives outside of the Bulletproof product mix.

Both rudimentary brands and evolved brands face the same problem — the world will not look the same in the near future.

It doesn’t matter how evolved a space is or isn’t. Every category is facing major brand challenges, and these challenges are market-making opportunities for the companies that are willing to solve them.

Below is a high-level rundown of what our agency is seeing in just a few category hotspots. There is a treasure trove of untapped opportunity here.

You may not see your industry on this list, but keep an open mind. Some of the greatest brand innovations have been inspired by outside industries.

You may not be in finance, but perhaps you’re in a space that hits on some of the same emotional triggers. You might not be selling a wellness product, but maybe a wellness story is exactly what can make people more open to trying your product in the first place.

This is not a comprehensive list by any means, but it does cover some of the biggest brand challenges (slash opportunities) we see emerging in the next 2–5 years.

If you move your brand in a direction that solves these challenges, you’ll be poised for major payoff.

Use this as your treasure map.

Cannabis

[Also important for brands that face cultural bias, speak to users that are seeking ‘permission’ to consume/ engage, or are pushing up into new premium levels.]

Brands in the cannabis space, even the great ones like MedMen, are killing it with narratives related to relaxation, stress management and premium fun. But these are the industry’s 1.0 version of benefits.

As cannabis quickly grows up, we won’t be rewarding brands that sell us on benefits. We’ll reward the brand(s) that create a lifestyle.

There is no lifestyle in the cannabis industry right now, save for old cliched relics like the beach bum stoner or high school dropout.

A lifestyle is about values and belief systems, and that matters for the industry because creating a values-driven lifestyle around a product is the fastest way to circumvent cultural biases and fears (of which cannabis will have to contend with as it spreads from early adopters to the masses).

Our parents and neighbors will soon have access to CBD infused drinks, marijuana-laden dishes at restaurants and THC bath bombs, but without a lifestyle narrative, they will not know how to integrate these products into their lives with meaning.

Any brand can convince people to try a CBD drink or pot cookie once. But a very, very tiny fraction will figure out how to make the discerning consumption of these products a lifestyle marker.

The goal isn’t to get your mom to smoke a joint and relax. It’s to make her become a cannabis tastemaker.

(You can read more about the DNA of a lifestyle brand here.)

Healthcare

[Pay attention to this space if your brand is related to wellness or self-care, relies on scientific claims, or stands in the crosshairs between institutions and disruptors.]

Healthcare’s brand is caught between the truth and a lie.

Consumers are exhibiting a growing distrust of old institutions, “disease awareness campaigns” are turning benign conditions like excessive sweating into profitable medical maladies, peer reviewed journals are coming under fire for dubious content, and people like Gwyneth Paltrow and the Medical Medium, for all of their dissenters and critics, are still among the very few voices speaking to fatigued patients with empathy and compassion.

In all of these interactions, our health is constantly being pushed top of mind.

The Medical Medium’s unique style of empathetic nutrition is resonating with millions of people who are willing to turn a blind eye to science in search of something more human. There is a network of trust here that you’d be hard pressed to find in other health communities.

Its spilling into many other parts of our lives as well. No longer is it just under the purview of doctors, hospitals and researchers, but also our personal trainers, our phone apps, our grocery stores, and our Walmarts. It laces the fabric of countless consumer stories.

But all of that information is creating a unique problem.

When people see huge medical advancements on the horizon promising to treat cancer, yet somehow can’t figure out how to turn the results of their gut health testing kit into actionable, measurable lifestyle improvements, the system suffers a significant loss in trust.

All of that frustration and friction is eroding greater brand value.

‘If we’re so close to a cure for cancer, why can’t I make sense of my gut bacteria?’ What many don’t understand is that the perceived failure of that gut health kit is amplified 10-fold by the cure-for-cancer story that’s in the back of a user’s mind.

The fact is that health brands don’t just have to answer to the stories and expectations of their own niche, but those of the larger space as well.

In this case, the expectation isn’t about gut health, it’s about the modern miracles of science. That is the expectation that needs to be addressed and managed.

Even if you’re selling a simple product in this space, remember that it is not only your brand narrative that people are layering over their product experience, but any larger notions they have about healthcare as well.

Startups and old guards need to be far more diligent in mapping expectations and beliefs to actual experience, and to frame those experiences in an empathetic conversation that balances the promise of reaching the pinnacle of medicine with the opacity of how we will actually get there.

Wellness & Self-Care

[Also any brand that relies heavily on consumer education, or is going from niche to mainstream.]

There are a million different messages in wellness and self-care, but the strongest brands have done an excellent job of educating their early cohorts. Most narratives fall in two different camps — those that are empowering and mobilizing, or those that are disempowering and creating fear — and both have engendered sophisticated buyers as a result.

There are brands that heal from toxins, scary environmental threats, encourage restoration and retreating to a safe space. These brands are about getting from -1 to 0.

Then there are those that urge users to reach new levels of ability and productivity, to fight against the accepted norm and unlock hidden human potential. These brands are about getting from 0 to +1.

In wellness you are either healing or fighting. And on either side, information drives behavior.

That creates a problem for the masses of new consumers coming into the fold. There is a growing disconnect between early consumers who have been well educated and the wider masses that have a lot of catching up to do.

Because early adopters in this space are so regionally and demographically concentrated, every rising star wellness brand will have to start reaching downwards into the mainstream whether they like it or not. That means connecting a very sophisticated message with a more entry-level one.

The challenge will be figuring out how to connect these two very different groups and the spectrum of users that lies between them.

Perhaps in no other space will it be this critical to thread together different messages with one strong and resonant belief because in wellness, a consumer’s level of education defines the depth of their consumption.

Finance

[Look here if your brand is facing divergent value systems among consumers and institutions, or if old sources of meaning are starting to evaporate.]

Everything about money is emotional.

The vast majority of finance companies, both incumbents and startups, still think it’s about value and wealth. It’s not.

Money is about how we value and respect ourselves as individuals, what we believe we can accomplish, and most importantly, what we believe we deserve.

Someone who treats money like a scarcity is in a very different mental paradigm than someone who treats money like a game.

Today, most of finance is predominantly about a future reward. Savings, 401ks, estate planning, life insurance, portfolio trading… these are all about delayed gratification and value. Delayed gratification and value were also hallmarks of the Baby Boomer generation.

Gen X and millennial value systems, however, have become very present.

Lives, careers, families and identities have become very fluid, and perhaps even more personal and emotional as uncertainty has taken hold around us. We’re starting to see a huge divergence between the fluidity of our emotional value systems and the fixed rigidity of our utilitarian money stories.

The immediate challenge for companies in this space is to bring these financial instruments and services into the present value system of our daily lives. If I don’t know who I’m going to be in 5 years, how can I plan for the next 30?

What does retirement even mean anymore? What is the goal? And if we’re not clear on the goal, how can we write the story around it?

There is a long distance to cover between what money has historically meant, and the meaning it now holds in people’s hearts and minds.

Once you cover that distance, you have to strip it out of the ambiguous future and bring it into the tangible reality of today.

Housing

[Any brand in an old space with a story that refuses to die.]

The American Dream is a very deeply entrenched cultural narrative that connects homeownership with identity.

Even if we understand that the dream has become less and less attainable and perhaps needs to be replaced as a cultural narrative altogether, we still find ourselves lamenting its death. There remains a strong attachment to the idea that our homes mean something important about us as people.

But as with any major economic shift, there is a slew of young companies rushing in to create a new norm.

Startups ranging from those that rethink financing and sales, to those that redefine the mechanics of rentals and co-ownership stand a good chance of replacing the usual American Dream story with something more attuned to reality.

 

When Software Eats the Real (Estate) World

a16z partner partner Alex Rampell explains how as consumers get used to less friction and more transparency in the age of mobile, software is finally beginning to disrupt buying a home.

 

Companies like Divvy, which turn your monthly rent into a down payment on the home you’re living in over time, are accompanied by others like Point (which let’s you sell part of your house), Homeshare, HubHaus, Bungalow (all of which are creating some form of ‘WeWork for housing’), Flyhomes and Opendoor (focused on non-traditional solutions for buying and selling) and many others.

When companies like these create new formats for housing, they also change the way we live in and inhabit our homes.

Our relationship to the home is beginning to significantly change, in no small part because of companies like these. But any time there’s a big shift such this one, we need a strong, new story to effectively frame our experience as consumers. A story that tells us where we are in life, and the meaning that our home is to give us. A story that essentially tells us how to relate to this new living format.

And in this case, the American Dream story simply will not fit.

For brands in this space, there is a huge opportunity to create both a new narrative and a new vocabulary around who a person is through their relationship with the spaces they live in.

As traditional homeownership morphs into something else, consumers will be primed for a new perspective that validates both their homes and their station in life. They will be ready to feel the same pride and sense of accomplishment, but in a different kind of relationship with their living spaces.

We will need brands that can give us that perspective.

This isn’t about a space to live in. This is about what it means to live in these new spaces.

Travel

[If you’re a brand with an audience that’s evolving very rapidly, or in a category that has recently been fragmented.]

Travel and recreation culture, as it started in the US in the 1950s after soldiers returned home from war, was primarily focused on external values. With newfound time and money, and a newly expanded palate they had cultured overseas, men and their families wholeheartedly bought into this new consumerist category.

But from the beginning, travel and recreation was about an external set of values. It was about leisure time, entertainment, casual fun and of course, middle-class social status.

Today we’ve shifted to a much more internal set of values.

‘Travel and recreation’ has been replaced by ‘travel and experience’. We travel for self-discovery, wellness, personal identity and to find our place in the world. Travel is meant to reveal some deep truth within ourselves.

This is far more of an essential need than a nice-to-have, and with this new function of travel comes a new purpose. Travel is not about holidays, but about daily life.

People have evolved to value travel as a continuous necessity, but brands still treat it like a luxury.

Some people may find ways to actually travel more often, and some will not, but that almost doesn’t matter.

There’s an opportunity to build a brand world that matches this newly emerging consumer belief. Even Airbnb, one of my favorite brands which I’ve written about many times, doesn’t yet go this extra step.

What would the world look like if we talked about travel as a given requirement to everyday life? What if we gently shifted the conversation from travel as a major life event or rite of passage to travel as part of the American experience?

People are already having this conversation with themselves in their heads. They’re ready for a brand story that legitimizes that conversation in the world.

(I talk more about users, their internal dialogues, and how these dialogues shape their identities here.)

 


 

Use these challenges as conversation starters in your own company.

I promise that on the other side of each of these problems lies a huge opportunity to not only lead change in your space, but to redefine your goals and future direction as a brand.

Future challenges, in many ways, are just levers for creating a powerful brand.

Think With Us:

Strategy In Your Inbox

Join over 20,000 strategic thinkers.