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The renaissance brand

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    The renaissance brand The renaissance brand Presentation Transcript

    • The  Renaissance  Brand  
    • You  know  all  of  these…  
    • Climate  change  
    • Social  (ir)responsibility  
    • Inequality  
    • Mass  protests  
    • Consumer  power  
    • The  end  of  privacy  
    • Me  me  me  generaDon  
    • The  feeling  is  that     the  world  is  changing  –     and  the  pace  of  change  is   accelera&ng  
    • Tech  adopDon  is  acceleraDng   Source:  Nicholas  Felton  
    • …while  we  (that  is,  marketers)   are  leJ  behind  
    • The  gap  is  actually  geKng  wider  
    • How  do  you  build  a  brand     in  such  a  world?  
    • The  Vitruvian  Man  is  a  drawing  created  by  Leonardo  around  1490.  It  is  accompanied  by  notes  on  proporDons  based  on  the   work  of  the  ancient  Roman  architect  Vitruvius.  The  image  epitomizes  the  blend  of  art  and  science  during  the  renaissance.  
    • Renaissance  Man   A  person  whose  experDse  spans  a  significant   number  of  different  subject  areas;  such  a  person   excels  at  mulDple  fields  of  arts  and  sciences,     and  draws  on  complex  bodies  of  knowledge     to  solve  specific  problems.    
    • This  is  the  age  of     The  Renaissance  Brand  
    • Renaissance  Brand   A  brand  with  experDse  that  spans  a  significant   number  of  different  subject  areas;  such  a  brand   excels  at  mulDple  fields  of  arts  and  sciences,     and  draws  on  complex  bodies  of  knowledge     to  create  context  in  people’s  lives.    
    • You  need  to  know…  
    • Technology
    • Psychology  
    • Design  
    • Story-­‐telling  
    • Environmental   studies   Economics   History   As  well  as  many  other  disciplines   Physics   Entrepreneurship   MathemaDcs   EducaDon   Law  
    • Technology
    • Maybe  that’s  why  it’s  so  difficult  for  many  brands  to  transiDon  to  a  digital  world  
    • How  was  digital  adopted     by  marketers?  
    • Banners   Google   Viral  video   Facebook   App   A  product-­‐oriented  approach  based  on  herd  mentality  
    • One  thing  is  missing  
    • Banners   Google   egy   Strat Viral  video   Facebook   App  
    • Business     objecDves   Consumer   behavior  &  needs   Digital/tech  assets   A  strategy  that  combines  3  vectors,  incorporaDng  business  and  tech  to  deliver  superior  consumer  experiences  (=  contexts)  
    • This  is  not  DIGITAL  strategy  
    • It’s  strategy  for  a  digital  world   There’s  a  difference.  Offline/physical  businesses  that  build  a  “digital”  strategy  get  blindsided  by  companies  that  simply  think   digitally  (e.g.,  because  they  are  naDve  to  it)  –  see  Best  Buy  vs.  Amazon.  
    • It  means  understanding  the  most   basic  tenets  of  a  digital  world  
    • Network   power   P2P   Data  &   big  data   Free  or   “free”   Beta   SoJware   layer   Private  vs.   public   Google   economy   Real-­‐Dme  
    • …understanding  how  technology   can  transform  your  business  
    • Source:  Cap  Gemini  
    • Network   power   P2P   Data  &   big  data   Free  or   “free”   Beta   So#ware   layer   Private  vs.   public   Google   economy   Real-­‐Dme   Let’s  look  at  soJware  layer.  A  soJware  layer  consists  of  the  technological  interfaces  used  to  interact  with  the  product  or   service,  whether  by  consumers,  businesses,  applicaDons  or  other  devices  (APIs,  machine  to  machine  communicaDons/ Internet  of  Things,  data  collecDon  and  analysis  etc.)  
    • Nike + Apple Nike, Apple unite to create Nike+iPod May 24, 2006 Nike and Apple said Tuesday they have formed a partnership to create a line of Nike+iPod products. The first product will be the Nike+iPod Sport Kit, a wireless system that allows Nike+ footwear to communicate with iPods via an in-shoe sensor and a receiver that attaches to an iPod. The Sport Kit will provide users with information on time, distance, calories burned and pace, which is stored in and displayed on the iPod screen; real-time audible feedback also is provided through headphones. Accessories will enable consumers to access iTunes. …The Kit is expected to be available… for a suggested retail price of $29. The new Nike+ Air Zoom Moire is the first footwear designed to talk to an iPod. Nike plans to make many of its leading footwear styles Nike+ ready, connecting millions of consumers to the Nike+iPod experience. “We’re working with Nike to take music and sport to a new level,” Steve Jobs, Apple’s CEO, said in a statement. “The result is like having a personal coach or training partner motivating you every step of your workout.” Who thought a shoe could interact with the world? With you?
    • Psychology  
    • People 48
    • The  problem  with  people
    • There  are  several
    • People  don’t  behave     like  they  say  they  do
    • “The  consumer  does   not  behave  as  they  say,   they  do  not  say  what   they  think,  and  they     do  not  think  what     they  feel”
    • People  don’t  KNOW  why  they   behave  like  they  do
    • We  assume  that  people     are  aware  of  their  own     behavior/needs/moDvaDons
    • …and  that  they  can     describe  it  to  others
    • Both  assumpDons     are  simply,  unerly  wrong
    • Jean-­‐Mar1n  Charcot  (1825  –  1893)  was  a  French  neurologist  and  professor  of  anatomical  pathology.  He  is  known  as  "the   founder  of  modern  neurology"  and  is  "associated  with  at  least  15  medical  eponyms",  including  Charcot-­‐Marie-­‐Tooth   disease  and  amyotrophic  lateral  sclerosis.    Charcot  has  been  referred  to  as  "one  of  the  world's  pioneers  of  neurology".
    • In  one  of  his  research  sessions,  Charcot  hypnoDzed  a  paDent,  gave  her  an  umbrella  and  asked  her  to  open  it.  When  released   from  her  hypnosis,  she  was  surprised  to  find  that  she  was  holding  an  open  umbrella.  At  that  moment  Charcot  asked  her   why  is  it  that  she’s  holding  an  open  umbrella  when  they  are  indoors.  The  woman  looked  confused;  she  looked  at  the  ceiling   and  replied:  because  it  was  raining.
    • 95% 95%  of  the  Dme  we  act  unconsciously,  unaware  of  the  reasons  for  our  acDons.  It’s  (almost)  all  in  the  sub-­‐conscious.   There,  in  the  depths  of  our  mind,  are  hidden  thoughts,  formed  out  of  complex  connecDons  of  memories,  beliefs,  insDncts   and  intuiDons.  In  many  cases,  decisions  are  formed  long  before  they  float  and  rise  to  our  conscious  mind,  where  they  are   “polished”;  where  a  primordial  decision  is  given  a  raDonal  coaDng.  The  reason  we  chose  this  minivan  or  that  family  car  is   much  more  primiDve  that  the  most  recent  consumer  reports  ranking.  But,  since  we  are  highly  developed  beings,  we   convince  ourselves  that  our  choices  are  much  more  raDonal  that  that  of  a  lizard’s  brain.
    • People  don’t  think  about     most  of  their  decisions
    • Thinking  fast,  thinking  slow System  1 •  •  •  •  •  •  Always  alert   Aims  for  easy,  quick,  not-­‐necessarily   raDonal  conclusions   Relies  on  intuiDon,  stereotypes,   generalizaDons   OJen  uses  heurisDcs  and  thumb-­‐ rules   Shallow  and  oJen  mistaken   Tackles  “comfort  zone”  quesDons   instead  of  dedicaDng  energy  to   search  for  answers System  2 •  •  •  •  Slow,  very  lazy   Excels  at  raDonal  thinking,  but   lengthy  sessions  require  a  heavy   mental  load   Its  logic  is  much  more  accurate  than   System  1’s,  thus  mistakes  are  fewer   Even  though  System  2  is  the  one   responsible  for  decision  making,  it   will  oJen  Dmes  accept  System  1’s   quick-­‐draw  and  mistake-­‐prone   judgement  
    • A  majority  of  the  mistakes  we  make     are  a  direct  result  of  blind  faith     in  our  “intuiDon”  (System  1);   this  belief  is  present  even  in  situaDons     in  which  the  right  decision  is  simply     to  force  ourselves  “to  think  it  over”     (i.e.,  put  System  2  into  acDon)
    • People  don’t  know     what  they  want
    • “It’s  not  the   consumers’  job     to  know  what   they  want”
    • “People  don’t  know  what  they  want   unDl  you  show  it  to  them.     That’s  why  I  never  rely  on  market   research.  Our  task  is  to  read  things   that  are  not  yet  on  the  page”
    • “Did  Alexander  Graham  Bell     do  any  market  research     before  he  invented  the  phone?”
    • Jobs  used  to  quote  Henry  Ford,  who  said,  “If  I  had  asked  people  what  they  wanted,  they  would  have  said  faster  horses”
    • A  lot  of  his  inspiraDon  at  the  beginning  came  from  Sony  founder  Akio  Morita  (there  was  another  one  that  inspired  Jobs  that   we’ll  get  to  later)
    • UnarDculated Unexploited  opportunity Today’s   business ArDculated NEEDS Served Unserved
    • OJen,  people  don’t  have  a  clue  –   even  when  you  show  them
    • 1989
    • In  the  spring  of  89,  NBC  were  happy  to  discover  they  had  a  new  hit  sitcom:  in  research,  viewers  loved  “Sister  Kate”,  which   revolved  around  a  nun  who  adopts  a  group  of  orphans.  The  audience  was  much  less  enthusiasDc  about  another  comedy   series,  the  pilot  of  which  was  aired  on  July  1989  and  then  shelved.  The  nun  and  here  orphans  survived  for  18  episodes  –  and   yes,  that’s  Jason  Priestley  down  on  the  right.  A  year  later,  NBC  took  the  other  sitcom  off  its  shelves,  and  the  rest  is  history.
    • Viewer  tesDng  in  1989  was  almost  responsible  or  Seinfeld  being  thrown  into  history’s  dumpster.   The  overall  score  was:  “Weak”.  Some  of  the  comments:  “You  can't  get  too  excited  about  two  guys  going  to  the   laundromat";  "Jerry's  loser  friend  George  is  not  a  forceful  character";  "Jerry  needs  a  stronger  supporDng  cast";  and  "Why   are  they  interrupDng  the  stand-­‐up  for  these  stupid  stories?”;  the  show  was  is  "too  Jewish”;  the  show  is  “too  New  York”.
    • Responses  to  the  iPod  at  launch  were  negaDve  as  well:  “Who  cares  about  a  stupid  mp3  player?”,  “This  won’t  sell.  It’ll  die   quickly.  It  lacks  funcDonality”,  “Jobs  is  out  of  his  mind  if  he  thinks  this  will  be  a  hit”
    • In  consumer  tesDng  before  the  launch  of  Red  Bull  the  researchers  commented  that  “never  has  a  product  received  such   negaDve  responses  from  consumers”.  The  look,  the  taste  and  the  feeling  in  the  mouth  were  all  defined  as  “disgusDng”,  and   the  idea  that  the  drink  vitalizes  the  body  and  the  mind  was  not  helpful  in  convincing  consumers  that  the  taste  is  bearable.   Today  it  sells  $3Bn  per  year  and  founder  Dietrich  Mateschitz  is  one  of  the  richest  men  in  Europe.
    • People  will  (almost  always)     cite  price  as  the  most  important   decision  criteria
    • Think  how  oJen  we  outsource   decision  making  to  consumers
    • Design  
    • When  we  think  about  design,     we  think  of  this  
    • When  we  should  actually  think   about  this  
    • This  is  what  User  Experience  (UX)   really  means  
    • It’s  the  difference     between  designing  a  product     and  designing  experience  
    • It’s  about  designing     the  enDre  consumer  journey  
    • Dieter  Rams  was  the  Chief  Design  Officer  at  Braun  for  35  years.  His  approach  to  design  greatly  influenced  Steve  Jobs.  
    • 10  principles  of  good  design.  These  principles  are  deeply  ingrained  in  many  of  today’s  successful  brands.  
    • Simple  
    • Useful  
    • BeauDful  
    • These  principles  apply     not  just  to  products,  but  also     to  services  and  experiences  
    • “It’s  not  the  product  that  should  be   insanely  great,  but  the  experience     of  being  your  user.”  
    • Story-­‐telling  
    • ConnecDng  with  culture   One  of  the  most  important  elements  in  effecDve  story-­‐telling.  
    • Culture  in  a  broad  sense:  from  music,  books,  cinema  and  art,  through  sports  and  fashion,  to  cultural  heroes  of  different   kinds,  to  norms  and  taboos.  
    • The  advantage:     leveraging  exisDng  context  
    • Content  creaDon  =     context  creaDon  
    • Environmental   studies   Economics   History   A  Renaissance  Brand  needs  to   know  numerous  other  disciplines   Physics   Entrepreneurship   MathemaDcs   EducaDon   Law  
    • History
    • Understand  the  historical  context  of  your  branding  efforts  
    • Physics  
    • The  observer  effect   Measurements  of  certain  systems  cannot  be  made  without  affecDng  the  systems.  Same  with  consumers  –  the  very  act  of   observing  them  changes  their  behavior.  
    • nd  Law   Newton’s  2 Newton’s  2nd  Law.  Force  =  Mass*AcceleraDon.  The  larger  mass  you  have,  the  more  effort/force  required  to  change  course.   Same  with  brands  and  posiDoning.  
    • Lest  we  forget…   You  need  to  know     MARKETING,  as  well. 4  principals  to  remember  
    • 1.  Consumers  idenDfy  a  business  –  a  company  –  with  a  brand;  they  don’t  separate  the  two  –  why  do  businesses  do  it  then?  
    • Case  in  point:  many  of  the  world’s  most  admired  employers  are  also  happen  to  be  the  world’s  strongest  brands  
    • 2.  MarkeDng  is  everything/EVERYTHING  is  markeDng.  Org’s  that  don’t  get  it  end  up  in  such  cartoons.
    • 3.  DO  
    • 4.  Consistency.  24  years  separate  the  two  ads  
    • 1/  Brand  =  business   2/  Everything  is  MarkeDng   3/  A  brand  is  what  it  does   4/  Coherence  and  consistency  
    • Summary  
    • Building  a  great  brand  is  difficult
    • Really  difficult
    • In  our  age  it  takes     a  Renaissance  Brand
    • A  brand  that  draws  from  its   experDse  in  many  fields…
    • …to  create  a  powerful  context     for  its  consumers  
    • A  final  word
    • Renaissance  Brands  are  opDmists
    • OpDmist  =  one  who  believes     that  any  problem  that  does  not   contradict  the  laws  of  physics     can  be  solved     A  nice,  intriguing  definiDon  of  opDmism  –  not  merely  “people  with  a  hopeful  view  of  the  future”.  Based  on  David  Deutsch,   The  Beginning  of  Infinity  
    • Thanks
    • Yoni  Kish     hnp://yonisblog.wordpress.com   hnp://www.slideshare.net/yonikish