“Hang in There, Baby!”: The Tao of Motivational Posters

Do you remember the company Successories? It was responsible for the cheesy posters that hung in offices all across North America. Successories was founded in 1985, by Mac Anderson who, as a hobby collected quotations and motivational writings. Mac took these quotes and added them to a vaguely relevant stock photo. Close your eyes and picture a soaring eagle (setting goals), synchronized rowing crew (teamwork), sharpened pencil (ideas) or mountain climber (perseverance).

These were incredibly popular and at one point the company had stores in malls selling all manner of imagemotivation and inspiration accessories. I saw a lineup to get into one in a Galleria in Dallas. It did not take long for wags to mock the format. This gave way to a wave of de-motivational posters that brought people back down to earth. In some cases the mockery was so well done that it was difficult to tell the two camps apart. This proves that imitation may be the sincerest form of flattery but parody is envy of the original idea.

Imitation may be the sincerest form of flattery but parody is envy of the original idea.

If you spend two minutes on the Internet or thirty seconds on any social media, you will see Mac’s original idea is alive and well. Instagram and Tumblr is replete with motivational quotes and writings artfully arrayed on various backdrops. Hundreds, if not, thousands of blogs are dedicated to these positive provocations. People the world over on Facebook share these encouragements in hopes of connecting with like-minded souls or, by doing, give themselves a little lift. Twitter’s 140 characters pump out imagethousands of pithy expressions every minute that encourage and cajole.

The original intent of motivational posters was to make people achieve more, or to think differently about the things that they may be learning or doing. It was about challenging beliefs and looking at the world in a fresh way. CBS News concluded that modern motivational posters “are geared more toward things that need to be done than things that are good to believe”. In other words, motivation has become a task or bucket list of things to do or buy versus a perpetual state of being.

Motivation has become a bucket list of things to do or buy.

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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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Where Brands Compete: Small Gestures, Meaningful Flourishes and Intriguing Detail

If you are a professional marketer or a savvy consumer, you will recognize these maxims:

  • A brand is the sum of your experiences
  • Everything you do defines your brand
  • A brand is a set of differentiating promises
  • A brand signals a set of expectations
  • What you promise must be delivered

So you get it. A brand is a system. The parts must work together consistently. This theory is based on human behavior. Brand theory is specifically built upon two things. You have a longstanding and fulfilling relationship with a brand because it represents who you are and there is trust.

Think of this in terms of a close human relationship. Our dearest friends have Brands-are-People-Featurebeen there when we needed them, offered sound advice, and supported and subtly steered our choices. They have done this over time and we have done the same for them. It is healthy, reciprocal and emotional.

Once again, none of this is too shocking. We know this intuitively and in theory but there is one thing we may not always recognize when it comes to relationships and to branding. We tend to remember the big events and experiences. That can be a friend who saw us through a breakup or a brand that outperformed our expectations. The big stuff always stands out.

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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

Anticipating through Design: Putting People First

In the twilight of his career, Andy Warhol, stated, “I was always a commercial artist.” Warhol’s success had long invited criticism from design purists. The 6a981a98957a837141a5e2be3fc71c87famous pop artist never saw a conflict, having said, “Being good in business is the most fascinating kind of art.” Today, companies are spending more time, effort and money on design. Apple, Philips, Nike, Nest, and Sonos are making the effort and investing more because it works.

Warhol’s view of business and art helps define an approach I coined called People-First Design. The goal is to make it seem that when someone experiences a product or service it feels like it has been designed for him or her alone. This means cleverly balancing utility and aesthetics. Increasingly customers are rewarding companies for products and services that just seem “to fit”.

People-First Design differs from other design constructs because it anticipates nikefuelbanded-1384457340consumer needs and wants. Simply put, it delivers “what’s next”. Akio Morito, co-founder of Sony, and Steve Jobs, Apple visionary, spouted nearly identical quotes on the topic. Morito said, “The public does not know what is possible, we do.” Jobs commented, “people don’t know what they want until you show it to them.” The Sony Walkman and Apple iPod are cases in point.

People-First Design can benefit every company. Design needs to lead the product development process. Jobs noted the opportunity this represents, “We don’t have a good language to talk about this kind of thing. In most people’s vocabularies, design means veneer… But to me, nothing could be further from the meaning of design. Design is the fundamental soul of a man-made creation.”

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Seagram’s Ads Predicted the Future

If only The Seagram Company could have seen the future they would avoid what Charles Bronfman called, “a disaster, it is a disaster, it will be a disaster…It was a family tragedy.” He was speaking of the demise of his family’s business founded in 1857. Before the company’s ill-fated forays into entertainment and its breakup of assets that were acquired 1979_seagrams_adby Pernod Ricard, Diageo and Coca-Cola, Seagram’s developed and owned nearly 250 drink brands and was the largest distiller of alcoholic beverages in the world.

They were also one of the coolest holding companies of all time. The Seagram Building, the company’s American headquarters at 375 Park Avenue in New York City, was designed by architect Ludwig Mies van der Rohe with Philip Johnson. Seagram’s made Canadian whisky a must-have. Crown Royal, 7 Crown, 83 Canadian Whisky, Five Star Rye Whisky, and Seagram’s VO were seen as luxury liquors.

My dad drank Crown Royal exclusively. Open a particular closet in our home back then and you would have drowned in royal blue felt-like bags with a gold tasselled drawstring (later they would be purple). Crown Royal was sold in these keepsake sacs. Kids would keep marbles and other toys in them. Ladies used them for jewelry. My dad housed scores of golf balls in the plush bag.

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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:

It Is A Shock To The System

The way brands are introduced, subscribes to a dated formula suggesting surprise is favorable to clever and gradual familiarization. This is why so many launches are mediocre at best as they end up being near solely evaluated on a logo. Such an approach dramatically marginalizes the exhaustive strategic work that takes place in branding and can demean the practice and profession.

The Big Bang Always Fizzles

It is appropriate to pick one day where the brand debuts or relaunches but that should be thought of as a milestone within a larger framework. Big one-time launch events have a shelf life roughly lasting their actual duration. A bit of press may follow, but overall it is a frivolous tactical approach that is quite lazy and entirely unimaginative.

It Is A Gigantic Missed Opportunity

A brand launch must not be viewed as a short-term activity. Launches can and should be sustained strategic and creative campaigns that leverage (and justify) such a big investment over a longer-term.

The alternative to this dated and boring approach is quite simple. It calls for a three-phase communications program. The phases are Preparation and Familiarization, Introduction and Launch, and Brand-to-Market. The three work together to ensure the brand has the best chance of making a material impact on the business right out of the gate and going forward.

Preparation And Familiarization (3 Months Prior To Launch):

This phase takes into account that desired audiences need to understand and embrace the brand not be surprised by it. I recommend an array of substantive teasers and outright changes to the content of communications that simultaneously hints at and begins the introduction of the new brand. This shrewdly acclimatizes those integral to the brand’s success even before the “official” launch. It does not shock the system. It subtly co-opts and prepares.

Introduction And Launch (1 Month):

This does not suggest that the launch is exactly one month in duration. It suggests that the launch is intensive and longer than one day. By all means, pick a day for anniversary purposes and throw a party but frame it in a rich series of more involved events that tantalize, progressively reveal, share and celebrate the new brand.

Brand-To-Market (6-9 Months):

Any brand consultancy that departs after handing off the brand guidelines is doing a massive disservice. This phase details how the brand will come to life once the banners at the launch party have come down. It is a deep-dive that directs and focuses the company’s communications to support the brand and get the intended benefits of greater awareness and increased sales. It focuses the communication spend and activities in the framework of a tailored go-to-market strategy.

This approach may seem more involved, and that is because it is – because it needs to be. It also challenges accepted convention by proposing roughly a year of communications versus a day. This does not have to be any more expensive. It is possible to work with your existing marketing and communications budgets to achieve this level of effort. This demands being clever, not loud or costly, and provides the brand with the best possible chance of succeeding.

Why-Most-Brand-Launches-Fail-Q1

 

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