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The
experience
gap
—
Closing the distance
between brand 

promise and proof
SVP, GROUP STRATEGY DIRECTOR
JACK MORTON WORLDWIDE
@BENGROSSMAN
#ExperienceGap
#FutureM
BEN GROSSMAN
(brand) (consumer)
We’re
great.
(brand) (consumer)
(brand)
No
you’re
not.
(consumer)
Loyalty
tho?
(brand)
CRM?
(brand)
Social?
(brand)
Media
fragmentation.
(brand)
Millennial
mindset.
(brand)
(brand)
(brand)
80%of leaders say their
brands offer a
superior customer
experience.
(brand) (consumer)
80%of leaders say their
brands offer a
superior customer
experience.
8%of consumers
agree.
The
experience
gap
—
TODAY’S AGENDA
The
experience
gap
Brands 

as verbs
What people 

say matters. 

A lot.
—
Brands with highest levels of advocacy
averaged 27% higher topline growth
than the most criticized brands.
BCG 2015
What
are
they
talking
about?
—
74%of the time, people are
talking about their personal
experiences with a brand.
What
are
they
talking
about?
—
What about the bottom line?
—
79%of sales close due to a combination
of word-of-mouth and consumers’
personal experiences.
What about the bottom line?
—
Where do
experiences come
from?
Once upon 

a time…
...defining brands
was
enough.
1. What should it be called?
2. What other words describe it?
3. What’s the tagline?
4. How do we make people aware of it?
5. What should its logo look like?
6. What should its logo look like in black and whit
7. Does it have a jingle?
8. How much space should be around its logo?
9. Is it time for an identity refresh?
10. Can we get a trademark on that?
people remember the name?
e energy to it?
Marketers thought of brands as
NOUNSthat they could ‘teach’ people.
But, in today’s attention economy,
consumers have come to care less
about what brands are saying and
more about what they’re doing.
!
But, in today’s attention economy,
consumers have come to care less
about what brands are saying and
more about what they’re doing.
!
social media
rise of the internet
desire for social currency
permanent recession
democratization of influence
mistrust of advertising
technology overload
demographic inversion
Mad Men
fragmentation
corporate skepticism
message fatigue
reflective self-identity
Which is why we see brands
today as more a function of how they
act ... how they engage with and
around consumers ... as verbs.
Brands 

as verbs
The
experience
gap
Brands 

as verbs
TODAY’S AGENDA
Does your brand
give good
experience?
—
Because in a world where brands
are verbs, what people remember,
what they use to advocate (or not)
is what they experience.
The five principles
of experience
—
An initial set of tools to help
brands begin closing the
experience gap.
PRINCIPLE 1
ADD VALUE
Brands that last are the ones that give more than they
take from consumers’ lives. In a world filled with
handheld – or even wearable – second screens,
consumers are better than ever at tuning out marketers’
attempts to appeal to them. 



At the same time, consumers are seeking out and
signing up to hear from brands that offer them value: a
utility, a conversation starter, helpful how-to instructions
that help them through a challenge. The value scale is a
delicate one, but if brands stay focused on keeping it
balanced – or tipped towards consumers – it gives them
significant credibility and access to share of wallet.
PRINCIPLE 1
ADD VALUE
KLM Meet & Seat
One of the worst parts of traveling is sitting
next to (or worse, between) total strangers.
KLM found a way to shift a negative aspect
of its customer experience into a potentially
very valuable one.
KLM’s Meet & Seat lets you find out about
interesting people who will be on board
your KLM flight by sharing your Facebook,
Google+ or LinkedIn profile details. Then,
you can choose your seat based on who
you’d like to meet – perhaps a good
business contact, someone with similar
interests or an long lost college friend.
PRINCIPLE 1
ADD VALUE
Lean In & Getty Images
Nonprofits often must tow the difficult line
between the constant need to ask supporters for
funds, while also providing the value that is at the
core of their mission. Along the way, many come
off as needy, preachy or even inefficient.
Facebook’s COO, Sheryl Sandberg, found a way
for her nonprofit, Lean In, to both further its cause
and generate funding at once.
In a partnership with Getty Images, a popular
stock photography site, Lean In launched a
collection of stock photos dedicated to women’s
empowerment. The collection features over 2,500
images of female leadership in contemporary
work and life. A portion of proceeds from the
Lean In Collection go toward the creation of Getty
Images grants for images showcasing female
empowerment and to supporting the mission of
the nonprofit.
PRINCIPLE 1
ADD VALUE
Ikea’s Second Hand
Campaign
Ikea doesn’t exactly have a reputation for
making the most durable goods – but the
fact is that many customers own their home
furnishings for years without significant
wear. Core to Ikea’s value proposition,
however, is a price point that enables
consumers to refresh their environments well
before the furniture has tired.
So to help show the longevity of its products,
while also allowing consumers to move on to
its newly introduced products, Ikea launched
"The Second Hand Campaign." The
campaign advertised customers' used Ikea
products through outdoor, print, broadcast
and web banners. Beyond that, Ikea turned
its Facebook Page into a digital flea market
for sellers and buyers to meet each Sunday.
PRINCIPLE 2
INVITE

PARTICIPATION
The best brands focus on managing a community of
supporters, rather than on managing a set of brand
standards. Brands that implicitly invite participation –
without demanding it – are the ones that rule in a world
where consumers will participate whether the brand asks
or not. 



When consumers can find ways to contribute ideas or
influence the brand and its experiences, feeling a sense
of ownership and authorship, it makes it easier for the
brand to activate that person as an advocate. And
because participation requires engagement, consumers’
brand encounters are also more memorable over time.
PRINCIPLE 2
INVITE PARTICIPATION
Cotton 

24-Hour Runway
As the only fabric suitable for all 24 hours of the
day, Cotton has an annual tradition of hosting a
24 Hour Runway complete with a look every
minute – 1440 total. This time, Cotton employed
a Style Search Squad that traveled across the
country to find the most diverse cotton looks and
celebrate consumers’ local style. Users were
invited to submit their looks for a chance to
inspire the final style on the runway.



Once finalists had been selected, users voted to
select the six regional style setters who have
inspired a nation of cotton style enthusiasts. They
represented their regional cotton style at Cotton’s
24-Hour Runway Show in South Beach. In doing
so, Cotton effectively moved a runway show from
passive viewers to active participants who
walked away with a compelling experience.
PRINCIPLE 2
INVITE PARTICIPATION
Pop Secret’s Pop Dongle
Some brands are so simple that in order to
invite participation and become closer with
their consumers, the brands must create
ancillary brand experiences beyond their core
offering. Enter Pop Secret’s Pop Dongle: a
mobile phone attachment that emits the sweet-
and-salty smell of popcorn as you play the
brand's mobile game, Poptopia.



Each time users swipe the butter inside the
game, driving players to pop corn kernels, the
Dongle will emit a spritz of popcorn scent.
The Pop Dongle represents Pop Secret's first
test of a non-edible product in the market. The
company has created three limited edition
Dongles being auctioned off on eBay, with
proceeds going to the American Red Cross.
PRINCIPLE 2
INVITE PARTICIPATION
San Pelligrino’s

Robot Trips to Italy
A core part of San Pelligrino’s brand is the
delivery of Italian culture with its product. To
help deliver on the sparkling water's promise,
it launched a "Three Minutes in Italy"
promotion. Leveraging five robots, on August
8th through 17th, Facebook users could
remotely control robots, in real-time that
toured around Italy – meeting new people
and taking in the culture. 



San Pellegrino's Facebook fans were able to
participate by signing up to drive the ground-
bots for 180 seconds, viewing the town in
live. The robots were equipped with tablets
displaying users' Facebook profile pictures,
and a translation program allowed
participants to talk with local residents with
the help of an on-the-ground ambassador.
PRINCIPLE 3
USER FIRST
DESIGN
Great experiences start with a solid set of consumer
insights about how a brand fits around its users. By
understanding consumers’ natural inclinations towards
and behaviors with your product, service or
organization and catering to it, experiences become
more efficient and more effective. Investment required
to get people involved decreases, because people don't
need to be convinced.



In addition to the broad success that user-first design
creates, it also has a broader halo effect on the brand.
Often, empathetic brand experiences stand out from a
pack that appears deaf to consumers wants, needs 

and dreams.
PRINCIPLE 3
USER FIRST DESIGN
LEGO Star Wars 

Secrets to Reveal
To reignite brand loyalty for LEGO Star Wars
and build excitement for the TV launch of
Yoda Chronicles, LEGO got to the core of
what made its consumers tick. By
understanding the important collaborative
nature of LEGO building between parents and
kids, combined with the power of the Star
Wars property, the brand created an epic and
contagiously shareable campaign for adults
and kids alike.



The campaign prompted participants to
discover what secrets Yoda had to reveal.
Through a series of in-store, digital and live
guessing experiences, Yoda ultimately
revealed his (and LEGO’s) biggest secret ever
– the largest LEGO creation ever, an X-Wing
fighter, was revealed in Times Square, leading
to #LEGOstarwarsNYC trending on Twitter.
PRINCIPLE 3
USER FIRST DESIGN
Budweiser Canada
Hockey Alarm
Last year, Budweiser found an important
audience truth that tied to its product:
Budweiser is in hand at hockey’s biggest
moments. The brand dedicated itself to taking
the fan experience to the next level by
creating the Bud Red Light – a wi-fi enabled
iconic goal light and horn.



Budweiser actually put the product on sale –
selling out its first batch in 2013 in no time. It
even created content about a representative
from the brand installing Red Lights in its
consumers homes to generate further
demand. Though it certainly is unusual for a
beer company to get into an Internet of Things
product, Budweiser’s user-first design guided
the brand to a huge success.
PRINCIPLE 3
USER FIRST DESIGN
Target’s 

Simplicity Challenge
As Target monitored the issues and conversations
that were important to its employees and guests, it
found that healthcare was one of the remaining
parts of its business that wasn’t as straightforward
as consumers would have liked. Target launched a
means to draw from the wisdom of the end-users:
the Simplicity Challenge, a nationwide search for
innovative ideas to simplify healthcare.



The initiative, built to crowdsource the best ideas
for healthcare from students, innovators, designers
and entrepreneurs, underscores the retailer’s
commitment to creating simple and engaging
experiences. The Target Simplicity Challenge
launched with the purpose of helping people make
positive lifestyle and prevention choices and
helping people live well with a chronic condition.
Ideas were put to a public vote prior to a grand
prize being dispensed and Target working to
implement it.
PRINCIPLE 4
INSPIRE
SHARING
Brands can’t buy the most powerful form of advertising:
recommendations of family and friends. But marketers
can give consumers something that they actually want to
talk about and share. A combination between a brilliant
creative idea, execution that is native to social platforms
and in-person conversations and social purpose can
inspire third party endorsements that work to create the
shortest path to purchase possible.



In a generation defined by the ‘like’ button and prompts
to ‘tweet us’, however, brands must be discerning. It
takes a lot more than the click of a button or 140
characters to truly develop a bond with a brand. And
there’s a difference between demanding or incentivizing
sharing and truly inspiring it. At the end of the day, the
consumers sharing know the difference and so do the
recipients of their sentiments.
PRINCIPLE 4
INSPIRE SHARING
Dove Real 

Beauty Sketches
Knowing that all great sharing success stories
start with great content, Dove found a
polarizing topic for the brand to speak out
about: Over half (54%) of women globally
agree that when it comes to how they look,
they are their own worst beauty critic, which
equates to 672 million women around the
world. 



Dove’s Real Beauty Sketches video, which uses
an FBI-trained sketch artist to show women
that they’re seen as more beautiful than they
see themselves, garnered more than 114
million views in its first month released. The
video was shared 3.74 million times, which
makes it the third most shared video of all
time – yielding one of the best share to view
rates of all time.
PRINCIPLE 4
INSPIRE SHARING
Honda’s Project 

Drive-In
Brands can also trigger sharing by
bringing underrepresented issues to light
for consumers. Honda recently launched
Project Drive-In, the brand’s national
effort to help save drive-ins facing
closure due to the end of 35mm film
distribution. Through the effort, Honda
has been able to generate a groundswell
of support for drive-ins, encouraging
users to share the cause with family and
friends to help fund the theaters.



By leveraging crowd-funding platform
Indiegogo along with ProjectDriveIn.com,
Honda has been able to save several of
the nation’s storied drive-ins. Meanwhile,
Honda has connected its brand with one
of America’s favorite past-times and a
feel-good mission.
PRINCIPLE 4
INSPIRE SHARING
Nivea’s Dare to Dip
Nivea believes women are at their best when
they feel confident in their natural skin. Yet
79% of women in the UK cover up their ‘bikini
bellies’ in public. Nivea set out to change that
and celebrate women who were willing to
break the mold and dare to take their first dip
of the summer in a very exposed way.
Women were encouraged to sign up to take
their first plunge of the summer in glass tanks
in London’s Covent Garden. So many women
were inspired by the call to action that tickets
sold out in 24 hours. Women were so excited
to share their newfound confidence that they
demanded more opportunities to Dare to Dip,
so the campaign set out on the road. Nivea
crowdsourced the demand for other dipping
locations and over 70,000 women shared
their pledge online. The campaign since has
expanded across the continent.
PRINCIPLE 5
ON
(NOT IN)
THE WAY
Brands have evolved — from the interruptions between
the content you really wanted to view — to,
increasingly, the creators of content you can’t help but
consume and share. 



The fuse on “native advertising” is short (though it works
today), because not enough brands are taking its
quality seriously. As regulations tighten and consumers
grow wise to advertisers’ tricks, brands stand to once
again become barriers that consumers avoid, rather
than the destinations they seek.
PRINCIPLE 5
ON (NOT IN) THE WAY
IBM Smart Ideas for
Smarter Cities
One of the greatest examples of the
evolution of marketing from disruptive
product-based selling to an on the way
thought leadership campaign is IBM’s
work with Smarter Cities. The brand’s
campaign is a centrifuge of inspiration
and helpful content meant to inspire the
world’s leaders to imagine solutions to
some of the world’s greatest problems.



As an extension of the campaign, IBM
launched a series of outdoor ads around
Paris that double as a bench, a shelter or
a ramp. The functional twist on otherwise
interruptive advertising delivers perfectly
on the sentiment behind IBM’s Smarter
Cities campaign.
PRINCIPLE 5
ON (NOT IN) THE WAY
Flower Council of
Holland Emergency
Flowers
This Valentine’s Day, the Flower Council of
Holland installed 1,500 ‘emergency’ flower
boxes containing a rose. Each one reads,
"In case of love at first sight, break glass.”
The cellophane exterior allowed passer-bys
easy access to the flower within and the
resulting video showing the boxes in use
was a romantic way to reach consumers
around one of the flower industry’s biggest
days of the year. 



Consumers were sent to continue the
journey online, where they could use Twitter
and Facebook to get a chance to win their
very own boxes. They were also
encouraged to share the video with their
social networks.
PRINCIPLE 5
ON (NOT IN) THE WAY
Red Tomato Pizza 

VIP Fridge Magnet
In Dubai, home delivery is the norm
when it comes to food, but restaurants
that consumers eat at frequently never
remember their customers’ orders. Red
Tomato Pizza knew that they wanted to
generate more loyalty and retain its best
customers and that this dynamic
presented a serious problem.



Red Tomato changed the delivery playing
field by creating a VIP Fridge Magnet
that was Bluetooth connected to
consumers’ smart devices. At the push of
a fridge magnet button, an order was
placed for that consumer’s favorite pizza
instantly. Preferences could be adjusted
online and the brand experience soared
as a result.
What’s at stake?
—
Experience leaders have
experienced a 69% stock
price advantage over
experience laggards.
The
experience
gap
Brands 

as verbs
Add value
Invite participation
User-first design
Inspire sharing
Be on the way
IN REVIEW…
MIND THE EXPERIENCE GAP
SVP, GROUP STRATEGY DIRECTOR
JACK MORTON WORLDWIDE

#ExperienceGap
#FutureM
e: ben_grossman@jackmorton.com
m: + 1.602.741.0314
t: @BenGrossman
w: www.ben-grossman.com
Read our blog: blog.jackmorton.com
Follow us on Twitter: @JackMorton
Visit us online: www.jackmorton.com
BEN GROSSMAN
The
experience
gap
—
Closing the distance
between brand 

promise and proof

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Brand As Verb: Principles of High Performing Experience Brands

  • 2. SVP, GROUP STRATEGY DIRECTOR JACK MORTON WORLDWIDE @BENGROSSMAN #ExperienceGap #FutureM BEN GROSSMAN
  • 3.
  • 13. (brand) 80%of leaders say their brands offer a superior customer experience.
  • 14. (brand) (consumer) 80%of leaders say their brands offer a superior customer experience. 8%of consumers agree.
  • 17. What people 
 say matters. 
 A lot. — Brands with highest levels of advocacy averaged 27% higher topline growth than the most criticized brands. BCG 2015
  • 19. 74%of the time, people are talking about their personal experiences with a brand. What are they talking about? —
  • 20. What about the bottom line? —
  • 21. 79%of sales close due to a combination of word-of-mouth and consumers’ personal experiences. What about the bottom line? —
  • 23. Once upon 
 a time…
  • 25. 1. What should it be called? 2. What other words describe it? 3. What’s the tagline? 4. How do we make people aware of it? 5. What should its logo look like? 6. What should its logo look like in black and whit 7. Does it have a jingle? 8. How much space should be around its logo? 9. Is it time for an identity refresh? 10. Can we get a trademark on that? people remember the name? e energy to it? Marketers thought of brands as NOUNSthat they could ‘teach’ people.
  • 26. But, in today’s attention economy, consumers have come to care less about what brands are saying and more about what they’re doing. !
  • 27. But, in today’s attention economy, consumers have come to care less about what brands are saying and more about what they’re doing. ! social media rise of the internet desire for social currency permanent recession democratization of influence mistrust of advertising technology overload demographic inversion Mad Men fragmentation corporate skepticism message fatigue reflective self-identity
  • 28. Which is why we see brands today as more a function of how they act ... how they engage with and around consumers ... as verbs.
  • 31. Does your brand give good experience? — Because in a world where brands are verbs, what people remember, what they use to advocate (or not) is what they experience.
  • 32. The five principles of experience — An initial set of tools to help brands begin closing the experience gap.
  • 33. PRINCIPLE 1 ADD VALUE Brands that last are the ones that give more than they take from consumers’ lives. In a world filled with handheld – or even wearable – second screens, consumers are better than ever at tuning out marketers’ attempts to appeal to them. 
 
 At the same time, consumers are seeking out and signing up to hear from brands that offer them value: a utility, a conversation starter, helpful how-to instructions that help them through a challenge. The value scale is a delicate one, but if brands stay focused on keeping it balanced – or tipped towards consumers – it gives them significant credibility and access to share of wallet.
  • 34. PRINCIPLE 1 ADD VALUE KLM Meet & Seat One of the worst parts of traveling is sitting next to (or worse, between) total strangers. KLM found a way to shift a negative aspect of its customer experience into a potentially very valuable one. KLM’s Meet & Seat lets you find out about interesting people who will be on board your KLM flight by sharing your Facebook, Google+ or LinkedIn profile details. Then, you can choose your seat based on who you’d like to meet – perhaps a good business contact, someone with similar interests or an long lost college friend.
  • 35. PRINCIPLE 1 ADD VALUE Lean In & Getty Images Nonprofits often must tow the difficult line between the constant need to ask supporters for funds, while also providing the value that is at the core of their mission. Along the way, many come off as needy, preachy or even inefficient. Facebook’s COO, Sheryl Sandberg, found a way for her nonprofit, Lean In, to both further its cause and generate funding at once. In a partnership with Getty Images, a popular stock photography site, Lean In launched a collection of stock photos dedicated to women’s empowerment. The collection features over 2,500 images of female leadership in contemporary work and life. A portion of proceeds from the Lean In Collection go toward the creation of Getty Images grants for images showcasing female empowerment and to supporting the mission of the nonprofit.
  • 36. PRINCIPLE 1 ADD VALUE Ikea’s Second Hand Campaign Ikea doesn’t exactly have a reputation for making the most durable goods – but the fact is that many customers own their home furnishings for years without significant wear. Core to Ikea’s value proposition, however, is a price point that enables consumers to refresh their environments well before the furniture has tired. So to help show the longevity of its products, while also allowing consumers to move on to its newly introduced products, Ikea launched "The Second Hand Campaign." The campaign advertised customers' used Ikea products through outdoor, print, broadcast and web banners. Beyond that, Ikea turned its Facebook Page into a digital flea market for sellers and buyers to meet each Sunday.
  • 37. PRINCIPLE 2 INVITE
 PARTICIPATION The best brands focus on managing a community of supporters, rather than on managing a set of brand standards. Brands that implicitly invite participation – without demanding it – are the ones that rule in a world where consumers will participate whether the brand asks or not. 
 
 When consumers can find ways to contribute ideas or influence the brand and its experiences, feeling a sense of ownership and authorship, it makes it easier for the brand to activate that person as an advocate. And because participation requires engagement, consumers’ brand encounters are also more memorable over time.
  • 38. PRINCIPLE 2 INVITE PARTICIPATION Cotton 
 24-Hour Runway As the only fabric suitable for all 24 hours of the day, Cotton has an annual tradition of hosting a 24 Hour Runway complete with a look every minute – 1440 total. This time, Cotton employed a Style Search Squad that traveled across the country to find the most diverse cotton looks and celebrate consumers’ local style. Users were invited to submit their looks for a chance to inspire the final style on the runway.
 
 Once finalists had been selected, users voted to select the six regional style setters who have inspired a nation of cotton style enthusiasts. They represented their regional cotton style at Cotton’s 24-Hour Runway Show in South Beach. In doing so, Cotton effectively moved a runway show from passive viewers to active participants who walked away with a compelling experience.
  • 39. PRINCIPLE 2 INVITE PARTICIPATION Pop Secret’s Pop Dongle Some brands are so simple that in order to invite participation and become closer with their consumers, the brands must create ancillary brand experiences beyond their core offering. Enter Pop Secret’s Pop Dongle: a mobile phone attachment that emits the sweet- and-salty smell of popcorn as you play the brand's mobile game, Poptopia.
 
 Each time users swipe the butter inside the game, driving players to pop corn kernels, the Dongle will emit a spritz of popcorn scent. The Pop Dongle represents Pop Secret's first test of a non-edible product in the market. The company has created three limited edition Dongles being auctioned off on eBay, with proceeds going to the American Red Cross.
  • 40. PRINCIPLE 2 INVITE PARTICIPATION San Pelligrino’s
 Robot Trips to Italy A core part of San Pelligrino’s brand is the delivery of Italian culture with its product. To help deliver on the sparkling water's promise, it launched a "Three Minutes in Italy" promotion. Leveraging five robots, on August 8th through 17th, Facebook users could remotely control robots, in real-time that toured around Italy – meeting new people and taking in the culture. 
 
 San Pellegrino's Facebook fans were able to participate by signing up to drive the ground- bots for 180 seconds, viewing the town in live. The robots were equipped with tablets displaying users' Facebook profile pictures, and a translation program allowed participants to talk with local residents with the help of an on-the-ground ambassador.
  • 41. PRINCIPLE 3 USER FIRST DESIGN Great experiences start with a solid set of consumer insights about how a brand fits around its users. By understanding consumers’ natural inclinations towards and behaviors with your product, service or organization and catering to it, experiences become more efficient and more effective. Investment required to get people involved decreases, because people don't need to be convinced.
 
 In addition to the broad success that user-first design creates, it also has a broader halo effect on the brand. Often, empathetic brand experiences stand out from a pack that appears deaf to consumers wants, needs 
 and dreams.
  • 42. PRINCIPLE 3 USER FIRST DESIGN LEGO Star Wars 
 Secrets to Reveal To reignite brand loyalty for LEGO Star Wars and build excitement for the TV launch of Yoda Chronicles, LEGO got to the core of what made its consumers tick. By understanding the important collaborative nature of LEGO building between parents and kids, combined with the power of the Star Wars property, the brand created an epic and contagiously shareable campaign for adults and kids alike.
 
 The campaign prompted participants to discover what secrets Yoda had to reveal. Through a series of in-store, digital and live guessing experiences, Yoda ultimately revealed his (and LEGO’s) biggest secret ever – the largest LEGO creation ever, an X-Wing fighter, was revealed in Times Square, leading to #LEGOstarwarsNYC trending on Twitter.
  • 43. PRINCIPLE 3 USER FIRST DESIGN Budweiser Canada Hockey Alarm Last year, Budweiser found an important audience truth that tied to its product: Budweiser is in hand at hockey’s biggest moments. The brand dedicated itself to taking the fan experience to the next level by creating the Bud Red Light – a wi-fi enabled iconic goal light and horn.
 
 Budweiser actually put the product on sale – selling out its first batch in 2013 in no time. It even created content about a representative from the brand installing Red Lights in its consumers homes to generate further demand. Though it certainly is unusual for a beer company to get into an Internet of Things product, Budweiser’s user-first design guided the brand to a huge success.
  • 44. PRINCIPLE 3 USER FIRST DESIGN Target’s 
 Simplicity Challenge As Target monitored the issues and conversations that were important to its employees and guests, it found that healthcare was one of the remaining parts of its business that wasn’t as straightforward as consumers would have liked. Target launched a means to draw from the wisdom of the end-users: the Simplicity Challenge, a nationwide search for innovative ideas to simplify healthcare.
 
 The initiative, built to crowdsource the best ideas for healthcare from students, innovators, designers and entrepreneurs, underscores the retailer’s commitment to creating simple and engaging experiences. The Target Simplicity Challenge launched with the purpose of helping people make positive lifestyle and prevention choices and helping people live well with a chronic condition. Ideas were put to a public vote prior to a grand prize being dispensed and Target working to implement it.
  • 45. PRINCIPLE 4 INSPIRE SHARING Brands can’t buy the most powerful form of advertising: recommendations of family and friends. But marketers can give consumers something that they actually want to talk about and share. A combination between a brilliant creative idea, execution that is native to social platforms and in-person conversations and social purpose can inspire third party endorsements that work to create the shortest path to purchase possible.
 
 In a generation defined by the ‘like’ button and prompts to ‘tweet us’, however, brands must be discerning. It takes a lot more than the click of a button or 140 characters to truly develop a bond with a brand. And there’s a difference between demanding or incentivizing sharing and truly inspiring it. At the end of the day, the consumers sharing know the difference and so do the recipients of their sentiments.
  • 46. PRINCIPLE 4 INSPIRE SHARING Dove Real 
 Beauty Sketches Knowing that all great sharing success stories start with great content, Dove found a polarizing topic for the brand to speak out about: Over half (54%) of women globally agree that when it comes to how they look, they are their own worst beauty critic, which equates to 672 million women around the world. 
 
 Dove’s Real Beauty Sketches video, which uses an FBI-trained sketch artist to show women that they’re seen as more beautiful than they see themselves, garnered more than 114 million views in its first month released. The video was shared 3.74 million times, which makes it the third most shared video of all time – yielding one of the best share to view rates of all time.
  • 47. PRINCIPLE 4 INSPIRE SHARING Honda’s Project 
 Drive-In Brands can also trigger sharing by bringing underrepresented issues to light for consumers. Honda recently launched Project Drive-In, the brand’s national effort to help save drive-ins facing closure due to the end of 35mm film distribution. Through the effort, Honda has been able to generate a groundswell of support for drive-ins, encouraging users to share the cause with family and friends to help fund the theaters.
 
 By leveraging crowd-funding platform Indiegogo along with ProjectDriveIn.com, Honda has been able to save several of the nation’s storied drive-ins. Meanwhile, Honda has connected its brand with one of America’s favorite past-times and a feel-good mission.
  • 48. PRINCIPLE 4 INSPIRE SHARING Nivea’s Dare to Dip Nivea believes women are at their best when they feel confident in their natural skin. Yet 79% of women in the UK cover up their ‘bikini bellies’ in public. Nivea set out to change that and celebrate women who were willing to break the mold and dare to take their first dip of the summer in a very exposed way. Women were encouraged to sign up to take their first plunge of the summer in glass tanks in London’s Covent Garden. So many women were inspired by the call to action that tickets sold out in 24 hours. Women were so excited to share their newfound confidence that they demanded more opportunities to Dare to Dip, so the campaign set out on the road. Nivea crowdsourced the demand for other dipping locations and over 70,000 women shared their pledge online. The campaign since has expanded across the continent.
  • 49. PRINCIPLE 5 ON (NOT IN) THE WAY Brands have evolved — from the interruptions between the content you really wanted to view — to, increasingly, the creators of content you can’t help but consume and share. 
 
 The fuse on “native advertising” is short (though it works today), because not enough brands are taking its quality seriously. As regulations tighten and consumers grow wise to advertisers’ tricks, brands stand to once again become barriers that consumers avoid, rather than the destinations they seek.
  • 50. PRINCIPLE 5 ON (NOT IN) THE WAY IBM Smart Ideas for Smarter Cities One of the greatest examples of the evolution of marketing from disruptive product-based selling to an on the way thought leadership campaign is IBM’s work with Smarter Cities. The brand’s campaign is a centrifuge of inspiration and helpful content meant to inspire the world’s leaders to imagine solutions to some of the world’s greatest problems.
 
 As an extension of the campaign, IBM launched a series of outdoor ads around Paris that double as a bench, a shelter or a ramp. The functional twist on otherwise interruptive advertising delivers perfectly on the sentiment behind IBM’s Smarter Cities campaign.
  • 51. PRINCIPLE 5 ON (NOT IN) THE WAY Flower Council of Holland Emergency Flowers This Valentine’s Day, the Flower Council of Holland installed 1,500 ‘emergency’ flower boxes containing a rose. Each one reads, "In case of love at first sight, break glass.” The cellophane exterior allowed passer-bys easy access to the flower within and the resulting video showing the boxes in use was a romantic way to reach consumers around one of the flower industry’s biggest days of the year. 
 
 Consumers were sent to continue the journey online, where they could use Twitter and Facebook to get a chance to win their very own boxes. They were also encouraged to share the video with their social networks.
  • 52. PRINCIPLE 5 ON (NOT IN) THE WAY Red Tomato Pizza 
 VIP Fridge Magnet In Dubai, home delivery is the norm when it comes to food, but restaurants that consumers eat at frequently never remember their customers’ orders. Red Tomato Pizza knew that they wanted to generate more loyalty and retain its best customers and that this dynamic presented a serious problem.
 
 Red Tomato changed the delivery playing field by creating a VIP Fridge Magnet that was Bluetooth connected to consumers’ smart devices. At the push of a fridge magnet button, an order was placed for that consumer’s favorite pizza instantly. Preferences could be adjusted online and the brand experience soared as a result.
  • 53. What’s at stake? — Experience leaders have experienced a 69% stock price advantage over experience laggards.
  • 54. The experience gap Brands 
 as verbs Add value Invite participation User-first design Inspire sharing Be on the way IN REVIEW…
  • 56. SVP, GROUP STRATEGY DIRECTOR JACK MORTON WORLDWIDE
 #ExperienceGap #FutureM e: ben_grossman@jackmorton.com m: + 1.602.741.0314 t: @BenGrossman w: www.ben-grossman.com Read our blog: blog.jackmorton.com Follow us on Twitter: @JackMorton Visit us online: www.jackmorton.com BEN GROSSMAN