People learn by comparison.
They learn by comparing new things to the things they already know. That’s why redefining a category is much easier than creating a new one.
When you position your product in an existing category you’re essentially saying “it’s like something you already know but better”.
When you try to create a new product category you’re essentially saying “it’s like nothing you’ve ever seen before”.
That’s a provocative statement, but hard to learn by.
It can be easy to settle on something that feels right. Something that seems to make sense of all the confusion.
You’ll feel relief when you get to this point. You’ll think you’ve cracked it. You’ll feel good.
But then you have to take a step back from what feels really good and ask:
But is it great?
Participation isn’t enough.
Having a more clear-sighted view on people’s real world buying behaviours and thus which consumers actually matter to the generation of revenue and profit begins to gives us a framework for thinking about participation.
The people LEAST likely to engage deeply are the MOST important for growth.
There is a way out of this paradox. But it requires us to embrace two principles:
1) Battle for interest, not attention
2)Fans are actors, not the audience
Advertising is most successful when it seeks to increase penetration, not loyalty.
Naming is one of the most important parts of a branding strategy.
The purpose of marketing is not merely to secure the attention, participation and purchases of the fans alone.
Brands depend on retaining and attracting legions of buyers who don’t know our brand well, and don’t buy it very often.
Sometimes consumers want to save the planet; other times they want to selfishly show their discerning taste through ‘status’ symbols or buying an outrageous luxury brand.
Asking a consumer about something overrides the natural state that thing occupies in his or her experience.
It’s very hard to preempt what people will find interesting or attention worthy – which makes it very risky to presume by asking them a question about it.
When research has put a focus on the issue it’s investigating that causes people to consider it in a way they otherwise wouldn’t, it has manufactured the response it gets.
The best briefs are when the creative team leaves the brief meeting with ideas already in their head.
If your brief is boring, or leaves the creative team with more questions than answers, or worst, demotivated, then your creative brief was a failure.
Include just enough information to spark creativity- you should be able to accomplish this in one page.
Manipulation isn’t necessarily pejorative; it’s a very common and fairly benign tactic.
Typical manipulations to influence behavior include:
– Dropping the price
– Running a promotion
– Using fear Peer pressure
– Aspirational messages
– Promising innovation
You cannot solve a problem with the same mind that created it.
Most people aren’t exclusively loyal.
Most people aren’t devoted to a single brand and are very happy to buy regularly from a range of brands.
They have their loyalties. But they are polygamously loyal.
And this is reflected in buying patterns – brands share their customers with other brands, and they do so roughly in line with their market shares.