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A Time To Build Tight Brands In the Chaos of Loose Cultures

 

The one thing humans can’t handle is chaos. It’s why the Soviet Union fell only to install Putin, and the brief moment of hope that was the Arab Spring led to a familiar regime of autocrats.

It’s also why when there is a decrease in government stability, there is an increase in religiosity in both Eastern and Western cultures. In a 1978 Gallup poll it was found that 80% of people who leave their religion ultimately come back to it, and although researchers are only just beginning to study this phenomenon, I can tell you from my own work with both religious and atheistic brands, people who leave organized religion quickly become eager to replace the void with another system of meaninga dimension most atheist groups have failed to consider. 

In all of these instances, people swung from an extremely tight culture to an extremely loose one, and then curiously, back to a tight culture once again. 

No matter the magnitude, sudden freedom brings a normlessness (and in some cases, disorder) so uncomfortable that we would rather subscribe to clear rules than to wade into the unknown without any at all.

It’s a facet of human nature that cultural psychologist Michele Gelfand has studied extensively. Every culture falls on the spectrum from tight to loose: from highly structured and normative to loosely held and evolving. When a culture veers too far in one direction, there is often a reaction in the opposite direction. 

When it comes to branding in today’s world, however, we’re seeing an emerging trend where tightness is especially effective in loose places. 

It’s easy to see the value of tightness in hindsight. Tight brands like Greenpeace, Trumpism or the modern Académie Française may appear like anomalies, but they are in fact deeply humanand highly predictablereactions to loose cultures. The people in these groups felt destabilized by evaporating social codes, and in that mental state, welcomed in the strong voice of certainty. Where there is chaos, there is someone promising a new order.  

But sometimes the most destabilizing chaos isn’t on the world stage. Nor is it a public outrage or even a shared experience.

It’s found instead in the quiet chaos of our everyday lives: making a home, raising a family, putting a meal on the table. These mundane corners of the human experience are also where we find the loosest pockets of culture today: places where there is a glut of information but few steadfast rules. Where despite incredible progress and empowerment, normlessness has taken over.

And it’s in these well-traveled but chaotic spaces that a new generation of brands has stepped in to tighten the vice. 

The Religion of Food and Nutrition

In America, we don’t know what to eat, where to eat or how to eat, and the more one tries to figure it out, the more confused they can become. 

A favorite anecdote of mine is a note hidden in the comments section of a 2017 New York Times article about clean eating. A reader named Ellen, below, describes the chaos of having to cook Thanksgiving dinner for a family that has one person who is gluten free, another who is dairy free, one who is keto, and another who is low fat.

As journalist Julia Belluz has pointed out, we’ve entered the “United States of Divided Dinner Tables. We’ve shifted from a culture where everyone eats the same thing at supper to a hyper-individualized one, where guests almost certainly won’t be willing to break the same bread, or eat any bread at all.”

Generally speaking, the American diet looked much simpler up until the 1940s, when dinner tables across the country had more in common than not. 

Social propaganda films streamed into homes, telling women not only what to cook at dinnertime, but daughters how to set a table, sons how to greet their fathers before the meal, what was appropriate to talk about, and so on. Programs like this continued to proliferate onto colored screens in the early 1950s.

But after WWI, and with an influx of GIs coming home with expanded palates, things began to change. 

Soldiers had developed a taste for things like pizza, french wine and oregano (to give you an idea of how intense the appetite for new flavors was, sales of oregano in the U.S. rose by a remarkable 5,200% from 1948 to 1956). Meanwhile, post-war Americans had more wealth and began to travel, taking in the smells, tastes and methods of new cuisines. 

Suddenly, America’s new foodie culture was born and for the first time we began to see food less as sustenance and more as experience. The rules of food were breaking and an outgrowth of exploration began. Food was now an “aesthetic choice”, a decision mired in context.

Today, grocery stores carry an average of 50,000 items, but in the 90’s, there were a mere 7,000 SKUs on store shelves. That means in the past 30 years alone, we have had to navigate a shopping experience with over 40,000 more options than before. Consider the fact that in 2014 there were already 12 flavors of Thomas’ English Muffins and 19 different varieties of Cheerios, each one promising a slightly different experience. 

The problem here is not the paradox of choice. Choice can be a wonderful thing if people know how to navigate it. 

The real problem is the lack of norms around what foods are good or right to eat. 

Despite growing mountains of research, we still don’t know what the ideal diet is, we don’t know why adult onset food allergies have skyrocketed, and of all the lies that hurt any American generation, the food pyramid was probably one of the biggest. It is a plight on American health that will take decades upon decades to undo. 

Even something as simple as bread can surface how normless American food culture is. French bread is baked with limited unprocessed ingredients, with most French people living within 5 minutes of a bakery, and 50 times more bread bakeries per capita than in America.

French norms around baking bread also inform their social norms around eating it. There are strong codes around how to buy it, how to eat it, and how it relates to the larger meal that is understood among all.

American bread, on the other hand, has been industrialized, contains many ingredients that are banned and considered carcinogenic in other countries, and is only found aging on grocery store shelves for the large majority of people. 

It’s inspired a cottage industry of food activists like alittlelesstoxic and thefoodbabe who make it their job to decode food labels and expose dangerous American food regulations and policies. Yet the irony of many wellness influencers in the larger community is that in the process of dispelling food falsehoods, they often propagate other falsehoods around medicine, politics and conspiracy theories. 

In France, food norms are powerful and cohesive forces, while in the US food is simply a whirlwind of chaos. 

But the chaos begins even before our meals get to the table are served. In 2019, before Covid forced us to bake sourdough and throw together whipped coffees, people were already migrating away from eating at the dinner table. 

In a survey of 1,000 adults, it was found that 30% of people were eating dinner on the couch, and 17% of people were eating it in their bedrooms—two places where there is likely a screen and likely no conversation or interpersonal gathering. Remember that rooms have rules, and when we change the room, we create a vacuum of norms.

Scholars have also noted how fewer and fewer people are eating together, and only about half of families who live together have dinner together. As food and screens got closer to one another, it makes sense that open plan kitchens began to blend meals and entertainment even more. #Mukbang, #feederism and #foodporn made eating and watching the same thing, and the room itself disappeared.

Despite progress and an abundance of information, there is an anxiety-inducing looseness all around us when it comes to food.

Food culture has become chaotic and normlessness has taken over. 

But what is interesting is the way in which some brands have created cultural tightness by leveraging our deepest beliefs. 

Between 2016 and 2018, three lawsuits were lodged against Whole Foods and Lacroix collectively. All of them were concerned with the use of the word “natural” in their food labeling. In all cases, the plaintiffs had felt dupedthat the “natural” branded language and imagery were in fact lies once they interrogated the ingredients list, where they found confusing (at times questionable) chemicals.

Whole Foods settled two of those claims, while La Croix was able to dodge theirs when the plaintiff publicly retracted her statements. But controversy over the word “natural” is nothing new. 

In 2009, there was a spate of lawsuits aimed at food makers using the same term, including Snapple, Ben & Jerry’s, Häagen-Dazs, and Nature Valley. In fact, the FTC had tried to come up with a definition for the word “natural” as early as 1974, and the FDA has been trying (and failing) since 1991. 

These cases have been hard to navigate because the word “natural” is so much more than just a word. Author and religious scholar Alan Levinovitz has written extensively about food and language, and he reveals the larger complexity hiding under such a simple term. 

According to him, the word “natural” has become a “sort of a secular stand-in for a generalized understanding of goodness, which in religion you’d call holiness, or purity, or something like that. “Nature,” with a capital N, [has taken] the place of God. In a secular society, we don’t look to religions to tell us what to eat or how to heal ourselves, so you need a secular substitute when it comes to generalized guidance for what you can eat, and that secularized substitute is nature.”

Levinovitz has observed that many of the public comments on the FDA case to define the word “natural” take a religious tone, hundreds going so far as to refer to Mother Nature or God directly, with arguments such as, “Natural is as Mother Nature intended. No manipulation or addition by man” and “If it has anything other than what God intended then it is NOT natural”. 

It seems that defining what “natural” means, then, would be the same as understanding God’s own will.

Knowing what to eat has indeed become a godly quest. When we talk about food, we talk about “good” and “evil” foods, “clean” and “dirty” foods, “pure” and “impure” foods, and so on. (Even the Q Shaman refuses to eat non-organic food in jail, citing his religious beliefs.)

Whole Foods, La Croix and Snapple didn’t misuse the word “natural”. They leveraged it to tighten the vice in a very loose culture. They understood and surfaced what people were already starting to believethat food is not about sustenance. It is about righteousness.  

Today, highly popular brands like Lesser Evil snacks, Ezekiel 4:9 and Genesis 1:29 breads, and Garden of Life food supplements do the same thing, starting with their thinly veiled biblical brand names. True, their products may be great, but they have done the incredible task of creating a signal in the noise. They broadcast tight norms in the normless world of food, saying “Eat what is Godly.” And there are few cultures tighter than that of godliness.

If food is a religion, then diet culture is a cult (I write that figuratively but in some cases, it’s literal truth). As Ellen from Tucson can attest, Keto, Paleo and veganism have very little room for breaking the rules, even during Thanksgiving. 

Both Paleo and Keto are actually reboots of the 1960s fads of Atkins and the back-to-the-land movement respectively. 

They also both purport to be the natural way for humankind to eat (a paleo diet limits foods that became common when farming emerged about 10,000 years ago), and trace their validity back to our ancestors. Countless blogs and Reddit posts claim that a ketogenic diet was how our forebears ate for the majority of the year. An equally countless number support Paleo with the same argument. 

Both aim to take us back to some natural, purer state we’re meant to be in, and the brands in this space, like Primal Kitchen, Hu Kitchen (short for Human) and Epic Provisions play with this notion. The brand belief here is that the truth about food exists in the limited scope of the past, when we were restrained creatures, closer to Mother Nature.

To be Keto or Paleo, to eat bread from the bible, to have a pure palateeating is no longer about the chaotic world of nutrition but about the narrow confines of moral superiority. 

The looseness or tightness of a culture in a category is tied to its norms, or lack thereof. Simply having an abundance of choices doesn’t mean the category is loose. What matters is whether among those choices there are clear, culturally agreed-upon rules and guideposts that help people consistently move forward with confidence.

We’re imbuing food with incredible meaning because we don’t know which way us up. We crave these rules, subscribe to them, fall in and out of belief, but always come back to them as a source of comfort. 

It’s consistent with the reality that people buy with emotion, not logic. 

Tight brands like the ones we’ve surveyed here raise the emotional stakes for their users. They create emotionally provocative norms so that we don’t just know the rules, but feel them deep in our bones.

The Branded Plight of Family and Parenting

The American family in the American home can be such a clear image from afar, and yet a mirage of confusion up close.

It’s been well documented that the nuclear family was a lie, and statistically speaking, only existed in the majority of homes for about 15 years, from 1950 to 1965. But like most social constructs, the lie held a normative value that was especially important in America, a country that arguably has very few proven norms around the meaning of the home, the structure of the family, or the rules of parenting. 

There are no strong social codes that tell us how to parent in the US as we might find in other countries. In Norway, it’s understood that kids go to school at one year old and should be learning in fresh, outdoor air. In Japan, toddlers run errands around town unattended, and was an adorable sight that had us on the edge of our seats in Netflix’s Old Enough! In Spanish and Iranian cultures, it’s not uncommon for little ones to stay awake until 9 or 10pm because it is in the evening that the family socializes and forms bonds.

TIME, August 17, 2022

Norway and Japan’s parenting norms make sense because both cultures have agreed that childhood should be spent developing a sense of independence. Spain and Iran’s cultures hold firm conviction that childhood is instead about interpersonal relationships. And parenting norms in all of these cultures are accordingly defined. 

It’s hard to think of a single, widely accepted American norm that can be added to this list. Despite being popular and running in Japan for over 30 years, the mixed American backlash to Old Enough! revealed just how confused we are in this country, and yet how dogmatic we can be about that confusion.  

This all illustrates Amy S. Choi’s point that, “The crisis of American parenting, as anyone who has looked at the parenting section of a bookstore can attest, is that nobody knows what the hell they’re doing.” Indeed, parenting advice is a booming industry built on mountains of information cut by valleys of uncertainty.

Intimate portraits of the home reveal even more family dynamism. 

IKEA’s annual Life At Home Report shows a steady decline of comfort, trust and meaning in the idea of home. In 2016, people longed for more privacy in their own homes. In 2018 a whopping 1 in 3 people said there were places where they felt more at home than the space they lived in. In 2019 only 48% of people felt a sense of belonging in their own home. In 2020, while in the throes of Covid, 42% of people felt uncomfortable negotiating space for themselves in the home (which is probably why in that same year 38% of people found the bathroom the best place for a quiet moment of reflection.)

That’s provided that home even is home anymore. 

People are using Airbnbs as part-time housing, others are trading in homes for the #vanlife or #expatlife, and at least one couple is living from cruise ship to cruise ship because it’s more affordable than the American dream.

And all of this is underscored by a family structure that is evolving. As of 2014, America ceased to have a dominant family structure (what many of us used to imagine as two parents with 2.5 kids). Diversity and fluidity have shot up, driven by cohabitation, divorce, remarriage and non-marital recoupling. In one study over a three-year period, about a third of kids who were younger than six years old had already experienced a major structural shift brought on by divorce, separation, marriage, cohabitation or death.

Chaos abounds in this wide and relatively new space. That chaos has also ushered in tight, norm-building brands that offer rules for getting our bearings straight. 

There are currently over 5,000 Montessori schools in the US, and they are growing. 700 of those Montessori schools are public, and of those public ones, the vast majority were opened in the last 20 years even though Montessori came to the US over 100 years ago. Montessori is an alternative school format that talks about all the things parents wantsocial skills, independence, communitybut quickly moves into ideology. 

My own children go to a Montessori school and I can see a prescriptive ideology in nearly everything they do, especially when it comes to how things are described and labeled. 

Play is called “work” because founder Maria Montessori believed that a child’s play should be elevated and respected, and was in fact work that required concentration and large blocks of free time to explore independently. When kids are done with an activity they are asked to make it “beautiful” again, meaning to clean up and put things back in order. 

Classrooms only contain objects and toys made of natural materials in calming huesno plastics, logos or characters. Kids partake in practical life exercises that “resemble the simple work of life in the home: sweeping, dusting, washing dishes, etc. These purposeful activities help the child adapt to his new community, learn self-control and begin to see himself as a contributing party of the social unit.”

Montessori schools across the US post their doctrines on their websites, and it’s easy to see that this is not just a mode of education. Instead, this is a clearly defined philosophy of child raising. 

Even your neighborhood preschool is likely to have a manifesto posted somewhere, and it’s likely to read like a charter for a new parenting movement. Oakwood School in Los Angeles offers an incredible curriculum for their students, but more importantly, their philosophy goes far beyond education, calling out moral obligations, social change and the need for kids to understand “the nature of the world”.

Oakwood School – August 12, 2022
Oakwood School – August 12, 2022

It’s no wonder that Montessori is flourishing, along with other highly ideological school formats like Waldorf, Reggio Emilia, forest schooling, worldschooling, and many, many others. 

These schools focus the chaos of parenting into something manageable, tightening the vice of parenting and family with heavy norms. They know their job is not to merely educate, but to promise order in the storming mind of the mother and father. There are heavy rules to tell you when you are on the right track, and when you are not.

But parents feel the storm long before their children go to school. 

Once the Meta or TikTok algorithm figures out you’re expecting a baby, you’ll be deluged with parenting experts offering bite-sized pieces of advice up and down your feed. And you will undoubtedly learn about two schools of thought: attachment parenting and gentle parenting. 

Attachment parenting is an approach that preaches extremely high amounts of physical contact between parent and baby throughout the day and night, and high responsiveness to a baby’s needs in the form of on-demand feeding and co-sleeping, because “babies learn to trust and thrive when their needs are consistently met by a caregiver early in life.”

Gentle parenting is “a means of parenting without shame, blame, or punishment. It is a partnership between parties and both parents and children have a say in this collaborative style… a softer approach to parenting, and parents and caregivers that practice gentle parenting do so by guiding their children with consistent, compassionate boundaries—not a firm hand.”

Both brands of parenting have created incredibly tight cultures and communities, and both are arguably ideologies with strict norms and articulated principles. 

The tightness of these brands, however, really comes through in influencer content. People like dr.siggie, themompsychologist and biglittlefeelings slowly indoctrinate viewers into the world of their practices, so that they quickly become familiar with insider language like, “holding a boundary” or “connect before you correct” and begin to understand that each parenting philosophy is not simply a way to raise children. It is a way to signal your specific set of values to the world. 

People like Dr. Becky, who consults parents on modern parenting techniques including gentle parenting, talks openly about how if CEOs and athletes can have coaches and consultants that help them do their jobs better, then parents should have them, too.

@drbeckyatgoodinside

PSA: Parents deserve support. Let’s take a deeper look at this narrative in the media and start a different one – one that elevates parents so they are seen for the critically important job they are doing. How can you join this movement? Share this video. Share what you know in the comments about how much your role as a parent MATTERS.

♬ original sound – Dr Becky Kennedy

I do not disagree with Dr. Becky, who has personally taught me a lot. She is right in saying how we value parenthood is revealed in how little value we assign parenting experts. But what is really interesting is how she, and the vast number of people like her, are beginning to institutionalize tight norms in such a loose culture. In their online courses, membership communities, podcasts, books, practices, and social content one can see a growing tightness emerge.

They know that building normative structure around something that feels so chaotic is critical to the success of brands in this space.

Note that gentle parenting and attachment parenting come to the same ultimate benefit, but from two different angles. One can tend to induce more guilt while the other embodies a greater spirit of forgiveness. 

Don’t fall into the trap of thinking that tight brands need to create negative feelings like fear, shame or guilt, as we’ve already seen with other brands. It is a strategy, but a weak one.

I have written before that in branding, relief beats guilt, and reward beats fear. In parenting, and in other highly emotionally charged categories like climate change or even war, relief and reward will nearly always enjoy outsized gains. 

But be sure that you first understand the mechanics of tightness and looseness in your space.

There is an excess of choice in the world of sports, but our collective norms around sport and athleticism are both strong and widely understood. Personal finance is similar. There are a million apps for saving and spending, but in America we have strong norms around credit and consumerism (even more so in most other countries). 

Creating tight brands in tight categories will do little other than to reinforce a culture that is already there and accepted. Looser categories like politics, cannabis or end-of-life, however, create opportunities for tighter brands. 

But don’t just look at a category with a narrow lens. Personal finance may have strong norms in a world of abundant choice, but if you zoom out past credit and consumerism to tangential behaviors like investments and wealth, things start to change. 

We have begun to reconsider what wealth even means anymore, and as such, have begun to qualify investments with the strong “feeling that the economy is changing in ways that reward the crazy and punish the cautious”. The steadfast norm of being rewarded for working hard is starting to disappear, and in its place we see a new appetite for risk. 

Peter Zeihan, geopolitical strategist and one of my favorite thinkers, has recently raised the point that the underpinnings of the economy have broken apart. Indeed, what happens when our measurements of the economy (inflation) are no longer accurate, and our tools for controlling the economy (interest rates) no longer work?

When measurements change, rules change, and things get loose, not only in the market but in people’s behaviors and belief systems. 

A Snug Fit 

The strongest norms, in the tightest cultures, that best wield the power of branding tend to be the ones that elevate meaning so that school is about more than school, food is about more than food, and so on. 

Nearly every industry is expanding or contracting right now, and it’s worth understanding whether or not your space is loosening to the point of cultural normlessness. 

Look not only at the industry as a whole, but the constellations of businesses forming around it. 

Traditional education is a very noisy space but also highly normative. For the countless startups that have tried to sell into the school systems of the US, a very tiny fraction ever make any headway. Cultural norms at the district, school and classroom levels are so deeply entrenched, even the most obscene amounts of branding investment and innovation often fail to upend incumbent brands. 

But if you zoom out to homeschooling, supplemental education, private institutions, and perhaps even edutainment, the story is changing. As we lose trust in the institution of education, we also see a proliferation of viable options that move us toward normlessness.

Relationships and dating, wellness, and media are also categories where we see the same thinga loss of trust in institutions that leads to a newfound looseness. In some cases things may not be loose enough yet. In other cases, the looseness is already beginning to feel uncomfortable. 

Loose cultures tend to create a signature set of emotions: usually stress, fear and uncertainty. That is because threat and chaos run together, and as Michele Gelfand said in a conversation I was fortunate enough to have with her, “When people feel threat, whether it’s perceived or it’s actual, then it makes sense that they want stricter rules and stricter leaders who are going to deliver that kind of structure.”

Your goal is to create tension that forces people to move, not to create a panic that causes people to react. Although we’ve surveyed some fear-based brands in this discussion, it’s still very much a limited approach. It may produce clicks, but it doesn’t create long lasting loyalty.

Tighten the vice so people feel snug, not strangled. Find ways, either through context, belief systems or vision to tether all of the chaos down to something that makes sense of the world, that creates tension against the looseness. 

When a brand creates tension, it forces the user to act. They must either follow that brand or walk away from it, but the one thing people cannot be in the face of a tension-making brand is apathetic. 

Tight brands in loose cultures work much the same way. They force people to choose between the chaos and freedom of normlessness or the comfort and limits of a narrow set of rules. Neither one is universally right, but for an individual, the right choice is usually clear. 

That’s the magic of forcing tightness in loose places. It expedites our decision making, producing brand converts and defectors much quicker. 

With so much new dynamism coming into the markets and our lives in general, being attuned to tight and loose cultures is a meaningful way to understand how people are moving. Consider where tightness or looseness is headed in 35 years, and how the rules of today may not be enforced tomorrow. 

When things tighten or loosen, behavior begins to flow, and new behaviors mean new brand opportunities that may not have existed before.

Categories
Brand Strategy

Using Permission and Perception to Change the Brand Experience

On signaling behavior, moving the defaults and taking big swings

For a few weeks during the Coronavirus’ spread across the United States, Americans all spoke the same language.

Phrases like “flatten the curve” and “social distancing” entered our lexicon. Many have documented our new set of social norms, from stepping away from strangers on the street (once awkward, now thoughtful) to wearing a mask in public (once suspicious, now a sign of good citizenship).

But then these shared standards began taking on political connotations.

As government officials split over next steps in the battle against the virus, Americans fell back into factions, now perhaps easier to distinguish than ever. Those who stepped away from strangers on the street and those who didn’t; those who wore masks and those who wouldn’t.

Stores became battlegrounds for this changing, charged environment. Customers at Costco and Gelson’s filmed seething cell phone videos in response to mandatory mask policies, which quickly went viral. For some viewers, these moments became cause to support the brands, while others pledged to cancel their memberships.

By simply following government orders or recommendations, these companies made an inadvertent political statement, entering into a heated cultural conversation.

And yet, this is just another proof point that our societal frameworks are changing.

When societal frameworks shift, your brand’s actions are perceived through a different lens.

As Scott Galloway heralded in 2018 after Nike made Colin Kaepernick the face of their 30-year anniversary “Just Do It” ad campaign, our leadership has politicized sports — the last “oasis” of politics-free discourse — and has since then upped the ante in making everyday acts partisan in nature.

This is likely a reality that we can never revert away from again.

In moments of crisis, brands attempting to reestablish their commitment to consumers face a particular challenge, one that can easily go awry if you don’t pay attention to the societal framework shaping our choices.

There is a subtext to every move, an implicit bias or belief to every action. Brand perceptions don’t just come from words or actions — they come from reading between the lines.

That means you can’t make brand choices in a bubble. You need to consider the culture and the belief systems that those choices live within.

So, let’s look at some of the implicit forces at play.

The power of signaling behavior

As Los Angeles Mayor Eric Garcetti began increasing the number of Coronavirus-related regulations in the city, he often returned to the idea of “self-enforcement.”

Acknowledging the logistical nightmare of trying to impose social distancing in all of the sprawling city’s public spaces, he instead maintained that individuals would personally analyze the risk and choose to heed his advice. Once enough people did that, the rest would likely follow suit due to perceived or voiced peer pressure, not wanting to stand out from the crowd.

In other words, adhering to social distancing became what sociologists call “signaling behavior.”

I spoke with Rory Sutherland about this concept for our brand strategy + culture podcast, Unseen Unknown. Sutherland is the Vice Chairman of Ogilvy, prolific thinker, and author of acclaimed brand strategy book, Alchemy.

To explain signaling behavior, Sutherland pointed to the practice of taking business trips to visit clients. Oftentimes, an in-person meeting is not the most conducive to productivity, particularly when you factor in the time and cost lost in travel.

Yet, the business trip has remained a standby not because of its efficacy, but because the gesture signals a high level of commitment. It proves to clients that they are valued, important enough for you to make personal sacrifices on their behalf.

For many brands, signaling behavior has become a key strategy to connecting with consumers amidst the Coronavirus.

With limited access to their self-isolating audiences, companies including Coca-Cola, Walmart, and Dove all released what New York Times critic-at-large Amanda Hess has dubbed the “pandemic ad:” spots focusing on the valor of front-line workers, with little to no actual acknowledgment of any products or services from the brand.

Instead, the ads signify that, by buying from these brands, you’re supporting a company that understands your concerns. That shares your admiration for everyday heroes. A company that gets it.

Just like Sutherland’s example of an employee taking a business trip to convey devotion to a client, these brands are spending their advertising budget to prove that they are there for you, a reliable constant during “these unprecedented times.”

Hess points to Facebook as one of the most persistent purveyors of pandemic ads. The social media giant has seen a spike in users this spring, up 10% from the same time last year. The brand has seized onto this surge, rolling out quarantine-friendly features for users that range from a new video calling option to a “feel-good” reaction emoji.

After years of declining users and scandals that made the act of quitting Facebook itself a popular signaling behavior, these actions have helped the brand once again become synonymous with connection and innovation — and not just in their approach to consumers.

Choice isn’t always enough. Sometimes, you have to change the default.

Facebook most recently made headlines for CEO Mark Zuckerberg’s announcement of the company’s new remote-friendly employee policy, which he claims will make it the “most forward-leaning company on remote work at our scale.” Despite his trailblazing rhetoric, Facebook is not the first to take this step, with Twitter quite notably offering employees the right to work from home “forever.”

Across the country, an estimated 34% of US workers are remote due to the pandemic, with a sizable percentage likely to never return back to their previous in-office schedule. With that perspective, the policy change these Silicon Valley giants touted as pioneering can seem more like an inevitability of this moment.

But what is revolutionary about their announcements is the framing of work from home as the new standard.

By making it not an option, but a key factor in establishing themselves as a “forward-leaning company,” they have effectively changed the perception of remote work as a default rather than an outlier.

Working from home is no longer for B-players and non-core employees. It is the new standard, and now those people who have to go to the office may be the ones carrying a stigma.

This is another concept I discussed with Sutherland. Acknowledging that we are, as he notes, a “copying species,” he explains how simply giving employees a choice to work differently will typically fail to create any real shift in behavior. For most, the threat of standing out remains too high — even if employers say work hours are flexible, few will chance being the only person to eschew the culturally accepted 9–5 workday.

Think about the paradox of unlimited vacation. Employees at companies that offer what seems to be this fantastic perk have repeatedly proven to take less time off for fear of surpassing the norm.

That’s why, to truly encourage new behavior, Sutherland recommends changing the default rather than providing options. He advocates the adoption of what he calls “Libertarian legislation,” or giving people the “right to do things differently” through permission-granting policies.

Don’t just give people choices. Give them new defaults and permissions that can actually change behaviors.

[You can listen to Sutherland talk more about his theory on “Libertarian legislation” on our podcast here.]

For brands, changing the default isn’t limited to implementing structural changes. It can also mean redefining the culture around your products.

Billie, a toiletries company best known for shaving kits, perhaps confusingly calls itself a “hair-positive” brand. What seems at first to be a contradiction of its perceived goal — to sell razors — proved to be exactly what set it apart in the crowded industry.

By encouraging people to see body hair as the norm, they’ve created a space where purchasing personal care products no longer feels like a response to societal pressure, but instead, an opportunity to support a brand aligned with progressive values.

Their flagship video, a celebration of body hair and the choice to shave or not, was noteworthy in its message. But even more noteworthy were the thousands of comments, most of them overwhelmingly appreciative.

The messaging has seemingly paid off, with the company reportedly seeing a 268% increase in sales volume between December 2018 and December 2019.

By changing the norms, you change the reasons for using your brand.

Recently, Billie launched an additional set of personal care products, accompanied soon after by a social media call encouraging people to stop apologizing for “looking like ourselves” while working from home.

Once again, the brand received widespread praise for their candor in encouraging body positivity.

For Billie, a counterintuitive marketing campaign wasn’t new territory — but for Uber, it was.

Don’t be afraid of trying something new in response to a crisis.

In April, the ridesharing app put out an ad thanking users for “not riding with Uber” due to Coronavirus concerns. It was an unusual move, but one that paid off by keeping the brand top of mind despite its lack of use to customers at the moment.

Crises create instability, which can make it seem like a daunting time to take risks like Uber did. As Sutherland sees it, though, times of uncertainty actually give you the latitude to experiment.

While he believes we are typically predisposed to “incremental” improvements due to fear or failure, he points to the proverb that “necessity is the mother of invention” to illustrate how we are open to bolder ideas during difficult times.

  • Just a few months ago, Democratic presidential candidate Andrew Yang was largely dismissed for promoting universal basic income; today, multiple countries, including the US, have implemented schemes along those lines.
  • Brands like Ford, GE, and 3M quickly pivoted to meet the manufacturing needs for respirators and ventilators to fight coronavirus.
  • Fashion designers went from drawing gowns to making masks.
  • Beauty brands all around began manufacturing and selling hand sanitizer — and it will likely be the new mainstay for a beauty brand’s product mix going forward, just as with face wash and serums before it

Changes don’t even have to be particularly radical to be impactful. Consider the King Arthur Flour brand.

After the company saw its sales increasing by 600% overnight in response to the frenzy of quarantine bread baking, the 200-plus year old brand took some out-of-character steps.

It shifted both its production and transportation models, doubled its social media and call-in hotline teams, and even began producing two new shows on YouTube.

With these moves, it not only met the needs of its customers, but also innovated to better serve them across platforms and in new ways.

Sometimes the biggest brand moves are simple moves. You don’t need to be radical in order to be impactful.

For brands, this can be a key time to take a look at the broader societal playing field and make forward-thinking changes with this bigger picture in mind.

Keep in mind that there are cultural shifts, but your brand may exist in a smaller subculture that has its own rules, too.

How can your brand contribute to the cultural/ subcultural conversation? What needs are you uniquely positioned to address?

Think about your users’ shifting attitudes about themselves, their communities and the universes they live in. We are constantly renegotiating these relationships and refining our world views.

Prove to your customers that you’re paying attention. Instead of falling victim to the implicit forces at play, use them to inform your brand’s position.

Categories
Brand Strategy

When Consumer Habits Fall Apart, Look For The Rituals That Remain

Now is the time to decide if your brand is a habit or a ritual

When people or brands say, “We’ll get through this together,” or “After the Coronavirus has passed,” they’re revealing a lie in our collective words of encouragement.

There will very likely be no “before and after” COVID.
Instead, there will be a very slow tumbling of closures and business failures, amplified by a reshuffling of social norms and broken ideals.

Today, grocery stores have begun installing plexiglass barriers and safe standing zones for checkout, while airlines have less and less direct flights and stewards ask travelers to raise their hands to go the bathroom. Tomorrow will bring us ultra-hygienic hotels and contactless restaurants.

We won’t really know when we’re out of this, and that means we won’t go back to many of the habits that characterized our pre-COVID lives.

As business slows, the retail landscape contracts, lagging companies rush to D2C and we unwillingly embrace uncertainty in the face of a global deceleration, now is the time to ask yourself what your brand actually means to consumers.

Is your brand a habit or a ritual?

It’s an important question because there’s a good chance many habits will not survive the current climate, but rituals will.

And most of our habits are centered on the products we buy.

Habits make life easy. Rituals make life meaningful.

In a consumer study last month, market research firm Perksy found that 70% of Millennial and Gen Z buyers have already switched brands:

Perksy Study: April 14th, 2020

Granted, much of this brand switching is happening because of lack of availability, but even so, 44% of those who have switched brands are likely to keep buying those new brands after the pandemic has ended:

April 14th, 2020

The vast majority of brands and products are consumed like habits — a regular tendency to repeat the same purchasing behavior because it cuts down on friction, cognition or effort.

We buy the same brand of chips, underwear or personal electronics because we already know we can trust them. Not because they’re the best, but because the effort involved in finding the best outweighs our current ‘good enough’ solution.

That’s why when those habits are effectively disrupted, it’s very easy to stay with the new solution, even if the old solution becomes available again.

But as brands large and small lose their customer base to manufacturing disruptions and retail closures, there is a segment of companies that is not suffering the same consequences.

As sociologist and brand executive Ana Andjelic has pointed out, “Show me what’s NOT accelerating and let’s figure out why.”

In her recent piece, Contradictions, Inversions, Oddities, and Coincidences, she notes that astoundingly, cruise ship bookings for 2021 are already outpacing bookings for 2019.

Moreover, “76 percent of the travelers who canceled a cruise in 2020 chose to take credit towards a future cruise in 2021, compared to 24 percent who opted for a refund.”

Cruise ships aren’t the only outlier here.

Peloton’s backorders extend out over 2 months (and continue to grow), while brands like the Mirror interactive system see huge spikes in conversion.

Yes, gyms are closed and people need a way to workout, but it seems that the very premium end of smart home workout systems is enjoying an outsized return. Even as social restrictions begin to ease, the demand for these brands continues to accelerate.

A new cottage industry for birthday parties and baby showers has sprung from ashes of the pandemic, with companies like Kiki Kit and Imagination Adventures parties offering experiential party planning that transcends the limitations of your typical Zoom call. These are immersive experiences that just happen to have a screen.

In LA, elaborate “Porch Pop-Ups” have shown up around town, with music and masked performers entertaining party goers from a safe distance on the front lawn (and even this past week, Elaine Welteroth’s stoop wedding in Brooklyn made news for its new take on celebration.)
All of these brands have one thing in common: they have ritualized the experience of their products.

We don’t fight for our habits, but we do fight for our rituals.

Rituals fulfill our current needs in a way that habits can’t.

They provide meaning in an uncertain time. They help us mark change and they tell us who we are.

It only makes sense that when our daily habits are ripped out of our hands, we hold on even tighter to the rituals that define us.

Even if your product is utilitarian in nature, or your brand is seemingly too inconsequential to be ritualized, there is a way to create greater context around your story so that you are no longer consumed like a habit.

But first, we need to understand what makes rituals so powerful.

Decoding the mechanics of a ritual.

How does a ritual actually work?

I spoke with Sasha Sagan, author of the book For Small Creatures Such As We, to answer this exact question for our brand strategy + culture podcast, Unseen Unknown.

Having grown up in a secular household with her father, astronomer Carl Sagan, and mother, author and producer Ann Druyan, Sasha’s work has been dedicated to finding meaning and rituals outside of traditional religion.

Whereas habits create ease and consistency, rituals create meaning.

According to Sasha, rituals provide us with an anchor and whether they happen daily, weekly, monthly or annually, they deepen with meaning over time.

Rituals tend to serve the same human needs:

  • Rituals help us feel the passage of time and/ or appreciate change
  • Rituals give us stability, order and routine in times of chaos
  • Rituals help us sanctify and extract context from a situation

Every one of these emotional benefits is in high demand right now.

As crazy as it might sound to take a credit for a future cruise instead of taking a refund, keep in mind that a cruise is something to look forward to every year for some people. It helps us mark the passage of time.

The $2,400+ price tag for a Peloton seems exorbitant given the glut of other options in the market, but the well-documented cult-like experience of a cycling class gives people stability, order and routine.

Birthday parties, weddings and baby showers haven’t just gone digital. They have changed venues, changed artifacts, changed norms, and changed language, but the ritual persists as a way to sanctify the moment and extract context from a time in our lives.

It can be easy to dismiss these as unique situations — brands and products that came as a result of rituals that already existed before them — but that would overlook the value of storytelling in a brand.

In fact, there is an opportunity today for brands of all kinds to position their products not as habits, but as rituals (new or old) that help people extract one of these same pillars of meaning.

Oscar Meyer’s #FrontYardCookout invited neighborhoods to replace the tradition of a backyard barbecue with friends and family, and instead create an intimate (but socially safe) front yard cookout in their driveways.

Rather than talk about quick meals or feeding hungry kids sitting in front of a screen being homeschooled all day, they elicited the tradition of summer celebration.

The golden lighting, long shadows and lawn chairs remind you of warm weather rituals — moments for pausing to reflect on the year so far and gather, reconnect and solidify relationships.

Open Spaces, the home organizing company launched late last year by cofounders Emmet Shine and Nicholas Ling of Pattern Brands, has created some great content and storytelling around the act of cleaning and organizing your home.

View this post on Instagram

A post shared by OPEN SPACES (@getopenspaces)

 

In their Space Tapes series, they explore “the lives of our community and what they’re listening to.” Each song is tied to a story about that person’s life, a reflection on their past and life journey.

Open Spaces sells home organization items like nesting trays and wire baskets, but content like this adds gravity to the act of cleaning your home. It’s about the ritual of cleaning your mind, your soul and your heart.

That may sound like an exaggeration, but considering the Marie Kondo platitudes that float around in our digital world, it’s no stretch to have people invite deeper meaning into their spring cleaning.

[You can listen to cofounder Emmett Shine talk more about how they built the brand on our podcast here.]

Dame, a high-minded, stylishly designed women’s sexual wellness brand has started Self-Love Sundays for the month of May, beginning with a lesson on self-massage.

https://www.instagram.com/p/CAA625Jh-MU/

 

It’s perhaps no coincidence that Sunday, a traditionally holy day, evokes thoughts of observation, pause and gratitude. The concept of self-love, even in a sexual context, feels far more intimate and important when celebrated on a weekly schedule.

None of these brands have typically ritualized products, but they found a way to either evoke a ritual or create one in their content, storytelling and positioning.

The products we need right now aren’t merely about ease and reduced friction. They’re about anchoring us, in whatever way possible, to the things that make us feel certain again.

“The essential difference between emotion and reason is that emotion leads to action while reason leads to conclusions.”

— Neurologist Donald Calne

Rituals are about emotions.

If you feel that your brand is positioned as a habit, find ways to message around the emotions that your product experience creates instead.

  • Create a routine out of the experience that ties it to a sense of meaning, celebration, remembrance or normalcy
  • Provide context that makes users appreciate a larger tradition through content, storytelling and positioning
  • Offer meaning, identity or the marking/ significance of time as a benefit

Every brand tells a story. Think of the stories that your customers need right now, and start your narrative there.

This is the time to take big swings, ritualize your brand and try new storytelling. Bold moves will be celebrated. Well-intentioned mistakes will be forgiven.

Make your brand meaningful.

Categories
Brand Strategy

Language Is Changing Entire Industries Right Before Our Eyes

This is what the business of identity looks like.

If you want to know the values of a culture, look at its language.

In America, we’ve come to talk about time through a very distinct metaphor hiding in plain sight:

  • Can you spare some time tomorrow for a quick chat?
  • Let’s make this worth our while.
  • I’ve invested a lot of time in this project.
  • Thank you for your time.
  • Don’t forget to save time for the Q&A.
  • Use your time wisely.

In American culture, time is a valuable commodity as pointed out by George Lakoff and Mark Johnson in their fascinating book Metaphors We Live By. You don’t see this in the languages of other cultures like those in the Middle East or Africa because their cultural values are markedly different than ours.

In this country, time is quantified. It is saved, protected, counted and measured. Just like money.

That’s because of how our concept of work evolved in the US. We pay people in hours, we rent hotel rooms by days, budgets are created annually, interest accrues over months and so on.

When we treat time like money, we give it the same inherent qualities and meaning. It takes up the same space in our heads as money does, and I’ll stress again that this is not a universally human concept. It is distinctly western and borne of our modern relationship to work.

Our words betray our history. Our common metaphors and devices map us to our shared evolution over time. What we say is tied to who we were.

You can see the same relationships in other places, too, like our use of war terminology in everyday vernacular in the U.S. to the new text and emoji languages that have sprung from the mobile screens in our hands.

Language is something we live inside of. You simply cannot separate it from the human experience.

John McWhorter talks about how texting norms like “LOL” have evolved to mean a lot more than what they initially stood for.

 

Language can bring us close and at the same time throw us into discomfort. If you’ve ever read Faulkner’s The Sound and the Fury, where the first person narrative of a mentally disabled protagonist was told through a stream of consciousness, you understand how quickly language can destabilize you while pulling you into a completely foreign world.

It has the capacity to change how we see our own bodies. In a recent profile of Loom, the ultra popular health education center in Los Angeles, a student stumbled upon a linguistic relic many of us have overlooked as women, but founder Chidi Cohen has not:

At the end [of the class], she passes out a variety of vibrators, anal plugs, and lube so that her students can feel their rumble, weight, and viscosity, respectively. […]

“You don’t stretch out?” someone asks, eyeing an enormous mint-green phallus.

Chidi Cohen lights up. “That’s a wonderful question,” she says… The idea of tight and loose is, again, really patriarchal. Exactly the type of junk we’re trying to dismantle.

(emphasis added)

Language like this is so deeply embedded it escapes our noticing, but it always leaves a fingerprint behind.

This same interplay between words and identity is happening in business as well.

You may not realize it, but new cultural values are seeping into nearly every industry by way of the words we use, effectively shifting our relationships to our peers and ourselves.

That’s no small thing. It’s opening up new opportunities for brands and categories that weren’t viable before, making branding itself about so much more than product.

If you’re a founder, you should realize that above all else, you’re in the business of identity. Your words and your messages (written or otherwise) are all pulling from a living language that defines who we are.

In fact, the language of every medium is going through a renaissance right now, but when it comes to business, some especially interesting changes are taking place.

The Language of Extremes: A New Relationship With The Other

This chart, created by researcher David Rozado, tracks word usage in the New York Times since 1970.

A snapshot of how our moral language has changed in the last 30 years, by researcher David Rozado.

There’s something happening here and different people have different opinions on what that is. Rozado, the researcher himself, sees it as a “peek at shifting moral culture.”

Others, like VC Paul Graham, saw it as a reflection of the news industry’s subscription model and the need to skew politically in order to win an audience:

The most interesting insight, however, came from my twitter friend Zach Shogren who pointed out that many of these terms didn’t even exist a few decades ago. Those that did exist had a completely different significance.

It’s a huge emotional burden to carry these words in our everyday language, but many (including myself) would argue a necessary one. We hear them and we ask ourselves if these words encompass us or not — if they perhaps encompass those we know or those we don’t.

Terms like triggering, micro aggression and cultural appropriation allow us to see actions that were always there, but imperceptible to us in the past. Other phrases like implicit bias, fat shaming and white privilege codify things that we have always felt, but could not fully name or explain. These words make the invisible visible. They force a new field of vision whether we like it or not.

When you can articulate human experiences that you didn’t have the words for before, you’re creating a dichotomy of 1) intimacy through revealed experience, but at the same time 2) an otherness that demarcates yourself from your peers.

Does that dichotomy sound familiar? It’s the dichotomy of tribes.

We all know about the concept of tribes in marketing thanks to Seth Godin’s genius, but what’s interesting about our new language of extremes is that it points to an evolution in how tribes operate.

Our most vibrant modern tribes are not about shared interests. They’re about grappling with who we are. And we’re inventing terms as part of that exploration.

Many strategists and marketers talk about how tribes are connected to a larger altruistic belief about how the world should be, and in some cases that may be true, but the most powerful tribes of today help us form a culture around the questions of identity.

Certain brands, and their tribes, know this.

As the brilliant brand strategist Ana Andjelic has pointed out, many of the influential brands we call disruptive are actually defining culture, not disrupting an industry:

Insights from brand strategist Ana Andjelic.

Yes, social influence is the real disruption, and language is a leading indicator of where the social signal is headed.

Patagonia, Harry’s, Dollar Shave Club — they burrowed themselves within a subculture and grew it into a mainstream vehicle for identification.

You don’t buy Rapha because you have a shared interest in cycling. You buy Rapha because you want to see how far you can push yourself physically, and that originated in a subculture mentality.

Rapha advertisement, 2019.

Rapha, in the macro, is making a comment on identity. Not just any identity, but the hyper specific identity of their tribe.

They’ve seen the language in the landscape, either through words or cultural touchstones, or any other number of communication mediums.

That New York Times chart is telling us that our identities are top of mind for us as a culture. We are moving in a million different directions trying to figure out who we are by way of our extremes.

If this new language is about defining ourselves by defining the other, then brands are a framework for turning that language into a conversation.

The Language of Wellness: A New Relationship With The Self

Self-care is a miraculous term because it has completely changed our relationship to our bodies and ourselves, especially for women. But it comes from very, very deep roots in marginalized communities, and later the civil rights, women’s, and LGBTQ movements of the 1960s and 1970s.

According to professor and writer Jordan Kisner:

The scholar Matthew Frye Jacobson points out in his book Barbarian Virtues that immigrants arriving to the United States from Southern and Eastern Europe in the late nineteenth century were deemed “unfit citizens” because they lacked the “ideas and attitudes which befit men to take up . . . the problem of self-care and self-government.” The same arguments were made to deny women the vote. Consequently, self-care in America has always required a certain amount of performance: a person has to be able not only to care for herself but to prove to society that she’s doing it.” […]

In 1988, the words of the African-American lesbian writer Audre Lorde became a rallying cry: “Caring for myself is not self-indulgence, it is self-preservation, and that is an act of political warfare.” In this formulation, self-care was no longer a litmus test for social equality; it was a way to insist to a violent and oppressive culture that you mattered, that you were worthy of care. Lorde’s quote remains the mantra of contemporary #selfcare practitioners.”

(emphasis added)

Self-care, remarkably, comes from a wildly different place than you’d expect, but in America has always carried the tension between doing something for oneself versus doing it for an audience — a tension between being run into the ground versus carving a safe space for yourself.

After 9/11, the concept of self-care started to get louder in the mainstream consciousness and after the 2016 election, reached a fever pitch by way of the “the grand online #selfcare-as-politics movement”.

Except by then it was no longer driven by the marginalized people who founded it, but rather by affluent white women — the kind you often see on Instagram who popularized the version self-care you may be familiar with today — who felt “a new vulnerability in the wake of the election”.

Self-care is a term that’s permutated between fear, strength, politics, personhood and cultural appropriation. The most authentic version of the phrase is not a marketing gimmick. It came from some place real.

That’s why it has been so powerful in changing our behaviors.

  • Self-care and sex: Today, you can find sex toys like PlusOne in Walmart (Walmart!) because they have been rebranded as self-care and sexual health tools for women. They’re right there, sitting next to the yoga equipment.
  • Self-care marijuana: CBD and marijuana are experiencing a golden age of adoption under the term self-care and wellness. It’s hard to say if increased legalization created a new narrative or the other way around, but it most likely worked both ways as changing attitudes and stories helped tip the balance of law. Gossamer, Dosist, Beboe and countless others have mushroomed in the D2C landscape under the consumer spell of self-care.
  • Self-care and beauty: Beauty is going through a huge boom in large part because we’re no longer using skincare just to look good, but to feel good, too. Ask any number of beauty CEOs from companies like Milk Makeup and Glossier and they will tell you that beauty is about having an experience that makes you feel empowered and strong.
  • Self-care and fashion: Sports brands and athleisure companies have had tremendous success selling the idea of wearing their clothing when you’re not working out. Meanwhile, a brand like Nike, who has a long heritage of fetishizing the lean, athletic body, is able to successfully spearhead discussions at the other end of the spectrum around body positivity, fat shaming and ableism.

Why have all of these industries blown up under the wellness umbrella?Because self-care has given us permission to look at ourselves differently, touch ourselves differently, relate to ourselves differently… all without saying SEX, DRUGS or VANITY.

It has created both a literal language and an experience language that’s opened up entirely new industries and audiences.

Everything means something.

Language is the most powerful brand tool you have. Whether your use it in conversation, listen to it for signals or map it back to a hidden meaning, it will always give you more than what is on the surface.

Any of these insights can be applied to industries I haven’t mentioned, and many other doors can, and will, be opened through the language we use.

Everything means something. Don’t choose your words lightly.

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.

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​

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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.

 

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

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.

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.

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Brand Strategy Video

TLDR Strategy: Strong Brands Ask, Weak Brands Answer

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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​

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Brand Strategy Video

TLDR Strategy: The Perception Queries

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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​

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Brand Strategy Video

One Interesting Thing

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One Interesting Thing

War Stories

War stories have always had a special place in American culture – the War on Cancer, War on Drugs, War on Poverty, the Battle of the Sexes, Fight Against Climate Change… the list goes on and on.

How has all of this war rhetoric, much of it false, shaped our thinking? Where did these stories even come from, and most importantly, where will they take us?

Jasmine Bina, CEO of Concept Bureau, shares her thoughts on how these stories have taken root in American culture and why they will likely never go away.

Written By
Jasmine Bina​

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Strategy In Your Inbox

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