Marketing is a Human Activity

Marketing-Jeff-Swystun

This originally appeared in WPP’s Sparksheet.

As bots become more and more prevalent, as brands take an aggressive approach to social media, and as everyone drowns in data, it’s worth remembering that successful marketing has always been about one thing only: a personal connection.

Every marketer is bombarded with overwhelming and conflicting information. Most companies (and marketers) can barely digest the data they produce let alone turn it into actionable insights and strategy. Add the utopian promise of Big Data and we have a real issue because the most sophisticated systems will never spit out a marketing roadmap. More importantly, we must never forget that marketing is an intensely human activity.

There are ever-increasing raft of studies, rankings and surveys that pelt the marketing community every day. In branding alone there are now 294 studies tracked on the website, Ranking the Brands. Most of these are celebratory lists pitting brands against each other on one dimension or another. And the tech industry is an expert at producing reports that skew towards ‘technology-as-savior’ conclusions. Add on consumer and market research studies and marketers are now buried in elephant-size data dumps.

I am a part of a team researching marketing studies for a prospective book. Our intent is to discover commonality and difference in content. One thing that we found immediately was the need to clearly understand the wants and needs of consumers. Everything else is blinding white noise. Marketers know this but get distracted by shiny new toys and theories promising better performance.

The practice and profession of marketing has never changed. It has always been predicated on human behavior. It exists to understand consumer’s motives and give them justification for making a purchase. Everything else either supports or erodes this fact.

The relationship between brand and consumer was pretty much a fair relationship until the Mad Men, mass communication era. That marked a point when brands took the appearance of control through the ubiquity of advertising. This went on for a few decades then the balance of power shifted back towards consumers…but was then interrupted by the advent of social media.

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Social Media is a Thief of Joy

“Comparison is a thief of joy.” So said Teddy Roosevelt. The man was always good for a quick, incisive quote. In this case he could have been referring to social media. The purpose of Facebook, Pinterest, Instagram, Twitter, Tumblr and other platforms have become much different from what was originally promised.

When social media appeared it was expected to deliver two different things. The first was to create democratic vehicles for the sharing of original, entertaining and valuable content. Sharing is definitely going on but most agree that the content is largely vacuous and self-serving and the few good bits are spread to the point of saturation and irritation.

The second promise was that social media would prompt earnest and real dialogue. That it would be a true exchange. That too has fallen short. It has 020b9886340eb444724410b78423d66e05176b29428ff0bf7ff58c16a2b3d69c_largebecome a broadcast tool where simplistic buttons are now the avatars for real conversation. A happy or sad icon is not a discussion or an accurate reflection of what we really feel and think. We are ‘clicking’ our way out of the work of communications and relationships.

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Brand Names are Illiterate

The last season of the comedy, Parks and Recreation, finished up in 2015 but was set in 2017. Much of the plot focused on a fictional business named Gryzzl that is a thinly veiled amalgam of Facebook, Apple, Amazon, and Google. Gryzzl employees tout collapsible transparent tablets that can be used as a skateboard, use treadmill desks, and don’t really appear to work. Their tagline is, “It’s the cloud for the cloud.” and the hI773Ke-company mantra is, “Wouldn’t it be tight if everyone was chill to each other?”

People surf free Gryzzl Wi-Fi, communicate through Gryzzl’s social network, and Gryzzl drones deliver creepily personalized gifts. A youthful executive of the company says, “I hope you can see now there is nothing scary about Gryzzl. We just want to learn everything about everyone and track them everywhere they go and anticipate what they’re about to do.”

Satire aside, the reason I bring this up is because of the name, Gryzzl. It alone made me laugh when I saw it. The name captures the silliness in brand naming these days. Granted, it is extremely difficult to find an original name so for the sake of legal ownership and URLs, many companies are bastardizing spellings and meanings.

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The Best in Cause Marketing

Swystun Communications contributed to PRNews’ 7th edition of the CSR and Green Guidebook. Our paper, Changing People’s Behavior: 8 Best Practices in Cause Marketing, is included along with submissions from JetBlue and Time Warner Cable. We cover the efforts of Uber, LUSH, H&M and Gucci. You can purchase it here and here is an excerpt on Gucci’s “Chime for Change”…

Building on the survey results and interviews, we looked at a select number of campaigns cited as best practice examples. One we heard repeatedly was Gucci’s “Chime for Change”. Robert Triefus, Gucci’s Chief Marketing Officer describes the investment, ”Chime for Change aims to realize a world where girls and women have the safety and protection they need to 1. Gucci Chime Adthrive.”

It was launched at TED and backed by celebrity endorsements from Salma Hayek and Frida Giannini. It has since thrown a mega-concert headlined by Beyonce, Madonna and Jennifer Lopez. Recently it hosted Chimehack 2, “a female hackathon to develop solutions for relevant challenges in today’s world.” Chime for Change has been lauded for directly engaging consumers using a crowd-funding platform called Catapult.

For all of this they get admirable press. Yet, outside of the fashion industry, precious few people have actually heard of it. Respondents noted that Chime for Change has fallen for two common traps in cause marketing. The first involves celebrity. Celebrities are often used as avatars for the cause and a quick way to raise awareness.

This presents a long-term disconnect as consumers may desire to be a celebrity but they cannot easily relate to them. It produces an artificial association with the cause. Second, the cause leverages big events that generate press releases but questionable results. Chime for Change is an amazing premise executed in a traditional way. One respondent said she would be surprised if 1 in 100 of Gucci’s own customers have heard of the program.

8. LUSH a little does a lot

Sonos: The Brand and the Business

This article originally appeared in Sparksheet.

CoverSonos

Still hungry after thirteen-years, Sonos focuses on innovation, originality and desirability. But in an increasingly connected world, the brand wants to go beyond background music to become the central nervous system of your house. Talk about subversive.

Earlier this year, Sonos contemporized the look of its brand with a new visual theme representing amplification. This was just another step in a long-term plan. Sonos has long been sought after as a purveyor of wireless speakers, but now the company is aggressively pursuing something much bigger. Sonos not only intends to disrupt the entire music business, it aims to be indispensable in how you run your home.

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Why Most Brand Launches Fail

This piece originally appeared in Brand Quarterly.

In the old days of branding, and I am talking of just ten to fifteen years ago, there began a very predictable playbook for launching a corporate brand or rebrand. It borrowed a great deal from traditional public relations. It called for some combination of a press release, an unveiling of a new logo at a largish and often garish event, a fresh website, and a mousepad for each employee. Not much has changed in the interim except the mousepads have been replaced with coffee mugs or USBs.

Make no mistake, a brand or a rebrand is a deep, invasive and jarring intervention in the life of a business Needless to say, this is all very vacuous, fleeting, often expensive, and delivers limited real results. Make no mistake, a brand or a rebrand is a deep, invasive and jarring intervention inWhy-Most-Brand-Launches-Fail-Q1-1 the life of a business. If a company discovers it needs branding, I equate that to a serious call for help. Yet, most continue to launch brands in the most predictable and pedantic ways. It is analogous to conducting complicated surgery and then immediately throwing the patient onto the street. Here are the reasons why the approach is wrong:

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Marketing’s New Myopia

The marketing and advertising world is full of lore. These stories often take on a life on their own and grow with each telling. Many revolve around famous campaigns. DDB’s 1960’s ad, “Daisy”, has been given credit for helping Lyndon B. Johnson defeat Barry Goldwater. It also landed Maxwell Dane, a partner in the agency, on Richard Nixon’s infamous “Enemies List”. This political ad, like the “I Love New York” cam paign have many claiming outright authorship or at least participation i-love-ny-t-shirt-whiteon the team.

New York’s iconic tag line is often attributed to Milton Glaser who is said to have creatively borrowed and built upon the idea from a Montreal radio station. It turns out that CJAD Montreal’s campaign titled “Montreal, the city with a heart” was of great influence and represented the creative spark. Mary Wells of Wells Rich Greene also lays claim in her book to this forty year old, highly successful bit of place branding.

Absolut Vodka made a fairly indistinct bottle one of the most recognizable in the world. The original campaign, which featured print ads showing bottles “in the wild,” was so successful that they continuted for 25 years. It is the longest uninterrupted ad campaign in history and comprises over 1,500 separate ads. When the campaign started, Absolut absolut-vodka-absolut-peak-1207had 2.5% of the vodka market. When it officially ended in the late 2000s, Absolut supplied half of all imported vodka in America.

A few years back while working at Interbrand I heard a grand story about Peter Arnell of the Arnell Group. Both businesses were part of Omnicom. Peter was a noted character and larger than life. In fact, he was quite large in stature and took it upon himself later to lose a significant amount of weight. He was also known to be an exceedingly tough boss but most agree he possesses a brilliance for positioning products and services.

This particular story involved a prospective pet food client who was bemoaning the lack of growth in their industry. They presented Peter with undeniable evidence that pet food was a stagnant market. They could at best hope to steal a couple of points from aggressive competitors. Peter’s eyes may have glazed over looking at the pie charts and bar graphs. At this point, he is said to have made a dramatic pronouncement along the lines of, “I know how to double your market and revenue.” Read more

Warby Parker: The Brand and the Business

This originally appeared in Sparksheet.

Jeff Swystun looks at how Warby Parker is disrupting the eyewear industry by blending online and in-store commerce, even while the company struggles to profit.

Brands can become verb-worthy. In my father’s day it was the Cadillac, a car synonymous with luxury and status. If you had a Caddy you’d arrived.

Today, brand-verbs have taken on extended meaning. Start-ups and businesses seek to emulate certain brands: companies aim start the UBERization of their industry. We also hear that whole industries are being “Warby Parkered.” This is funny given Warby Parker was once called “the Warby-Parker-Eyewear-LogoNetflix of Eyewear” in GQ.

The affordable, hipster-chic eyewear company has risen fast but is yet to make much money. In an April 30th article in The Wall Street Journal, Warby Parker admitted it was not profitable. Dave Gilboa, co-founder and co-chief executive, did not share revenue performance but claimed annual sales were picking up.

The Category

Warby Parker founders set their sights on an industry with bloated costs and one dominated by just a few sleepy players. The business model cut out the middleman to work directly with manufacturing. The designer eyewear was then sold online to cut retail costs.

All of this was wrapped in a strong brand predicated on being hip and fresh that delivered superior quality and customer service. Warby Parker felt that by greatly improving the buying experience they would make traditional competitors irrelevant. This approach has rocked the complacent category.

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Storytelling is Problem-Solving

“Storytelling is not what I do for a living – it is how I do all that I do while I am living.”

Donald Davis, Storyteller and Author

Life throws at us a never-ending stream of challenges and opportunities. Much of our success and happiness depends on how we greet them. This is illustrated in a quote from Ashleigh Bright, “I try to take one day at a time, but sometimes several days attack me at once.” Or this one from Howard Norberg, “Life is a cement trampoline.” Both are clever but as Voltaire once said, “A witty saying proves nothing.” There is also the fact that how we view and address life matters most.

Our lives are incredibly complex and require life-long, daily problem-solving. Stories help us because they document prior experience and future potential. By reading or hearing the stories of others, we find the strength and insight to help address our own problems and pursue new opportunities. This has never been home-in-line-image-3more true than in our times. Maarten Schäfer noted the reason why, “In this time of ‘information overload’, people do not need more information. They want a story they can relate to.”

Great stories are unquestionably most valuable when they lead us to real decisions. Stories help us make sense of who we are and the world in which we live. They propel and aid us through life. They do so much for us.

Stories help us find a mate, become craftsmen, spurn adventure, convince us of a point-of-view, and challenge us to connect through empathy. They are a basic, yet rich, building block of human interaction and societal construction. And they are incredible problem-solvers.

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The Value of a Ski Lift Ticket

Ski areas and resorts claim a broad range of differentiators. Competition in the industry is fierce and leisure dollars more elusive so it requires creativity and innovation to fill chairlifts. Most ski resort executives will tell you it is all about snow,as_ski_ticketprices576 snow and hopefully, more snow. This assessment is not inaccurate but it is the equivalent of saying everything in real estate concerns location. Much, much more goes into ski resort marketing.

A visit to any ski area website will reveal effusive superlatives detailing the variety of terrain; the speed, comfort, and number of lifts; competing boasts of groomed corduroy and natural bumps; a plethora of ski school programs; après fun; and children’s activities. This gets more complicated as ski areas can either cater to day-trippers or be longer stay vacation destinations. The latter emphasizes accommodations and related infrastructure to get heads-in-beds and skis-on-slopes. Read more