LIFT: A Daily Dose of Marketing Superiority

lift A
DAILY
Dose
of
MARKETING
SUPERIORTIY
by michael linder and dave wallace

LIFT

A
Daily Dose
of
Marketing
Superiority

Michael Linder and Dave Wallace

With special thanks to Marshall Marketing

Published by Lift Marketing and Ainsco Incorporated ©2012

Index

Preface 3

PART ONE: The Foundation of LIFT 5
Chapter 1: Why LIFT? 6

15
Chapter 2: LIFT Basics 16
Chapter 3: LIFT Product Appeals 33
Chapter 4: LIFT Attributes to Consider 40
Leaders 40
Independents 50
Fraternals 56
Traditionals 61
Chapter 5: Fitting the Message to the Quadrant and Connecting with Originality 75
78

82
Chapter 7: Perception 83
Chapter 8: Positioning 86
Chapter 9: Vision, Mission, Strategies, and Tactics 105
Chapter 10: The Forward Steps of Can’t/Can 109

PART FOUR: The LIFT Creative Process 111
Chapter 11: Walking Through the LIFT Creative Process in Four Steps 112

PART FIVE: LIFTology – The Art of Creative Enhancement 141
Chapter 12: Additional Ideas for Generating LIFT Creativity 142
About the Authors 149

2

Preface
Thank you for investing in this book. It is our hope that by the time you

of a working manual or marketing encyclopedia than an ordinary book.
Generally speaking, books are what you read from beginning to end, and
then put on the shelf. However, this book is one you will want to return to
time and time again to guide you in your day-to-day business.
It matters not whether you are a manufacturer, distributor, retailer,
professional, or self-employed. Whether your livelihood depends on cre-
ating, selling, marketing, or consulting, this book will be your daily dose
of marketing superiority.
As you will discover early on, LIFT is an acronym for Leaders,
Independents, Fraternals, and Traditionals. These are the four key market
attitudes driving consumer behaviors, preferences, motivations, and ten-
-
ure of all products or services.
LIFT is based on well-established and highly respected research
of con-sumer behavior. What makes this research unique is that it not only

you can appeal to the broadest market possible with powerful results. We
will connect this research with real-life examples and “how-to” action

logical markets to the creation and implementation of the strategies and
tactics most likely to have the strongest appeal.
The overall concept is both logical and simple, but the devil is in
the details. Read the book from cover to cover for its concept; but then
refer to it daily for whatever details you might need to revisit to provide

3

marketing issues, LIFTing you above your competition and keeping you
there through changing and challenging times.

Michael and Dave

4

PART ONE:
The Foundation of LIFT

Chapter 1: Why LIFT?
The world of commerce and competition is a broad and complex market.
It has many facets from product creation, distribution, and sales; to service
businesses; to the agencies, consultants, and media outlets who complete
the cycle that powers our economy. This ever-changing market is way too
-
ing your understanding of market changes, allowing you to expand into
other markets if you learn to recognize them and meet their needs. LIFT
can also be used to identify trends and better prepare you to meet change
with change. Increasingly intricate consumer preferences and buying mo-
tivations are tough challenges, but LIFT is designed to help you meet them

will review some of the challenges that marketers/business owners en-
-

The Challenge of Complex Consumer Motivations
Many of our current approaches to the world of commerce, and even to
some degree the world of governance, can be traced back to the hierarchy
of needs created by the legendary psychologist Abraham Maslow.
For the most part, the evolution of most civilized societies has
transformed Maslow’s hierarchy from a simple pyramid to be climbed—
where higher means better—to a more complex linear model where a per-
son’s position within this pyramid can be changing all the time.
In other words, every one of us—including all of your known and
yet-to-be-discovered customers—will respond to any or all levels of the
pyramid depending on the circumstances of the moment. For example, we
all have a need for Safety. It is not a need that is met once, never to be
returned to. A person’s need for Safety can be met by something as simple
as a job and a paycheck. Later on it may need to be met again by acquiring

6

a stronger lock for the front door or a better car seat for the baby. At anoth-

on their own…or tire locks so they can’t!

SELF-
ACTUALIZING
NEEDS
ESTEEM
NEEDS
SOCIAL NEEDS

SECURITY NEEDS

PHYSIOLOGICAL NEEDS

At the level of Esteem, our needs can become much more com-
plex. Esteem can be as simple and as personal as doing your job well and
knowing it. It can also be as external as needing a rank, title, raise, or at
least a pat on the back. It can also be physical, with emphasis on looks,
status, and your position within your group.
These examples are obviously no more than suggested hints of the
virtually endless components that can satisfy each need within our individ-
ual pyramids.
LIFT is designed to address this challenge of the complexity of
consumer motivations. LIFT takes Maslow’s understanding of needs and
motivation, and enhances it to match the present-day motivations of con-
sumers. LIFT cuts through the myriad of complex and ever-changing atti-

needs, and motivations.

7

The Challenge of the Explosion of Information and Options
Think about how compressed and complex life has become in your
lifetime. There was a book published at the end of the last century entitled
The End of Patience. It focused on the exponentially expanding universe
of information, opinions, and data that bombards us day to day and even
minute to minute from a multitude of media sources that range from
broadcasting and movies to the Internet and instant messaging, and all
complete with color, sound, and manipulated images that are fully formed
and require no more intellectual digesting on our part. This overload is
overwhelming our capacity to think, dream, and analyze—and makes
-
sumer.
According to Pingdom.com, over 100 trillion emails are sent each
year. That’s more than 3 million emails per second, and 90 percent are
spam! If the magnitude of this virtual media protein isn’t enough, the av-
erage person is exposed to a mind-numbing 5000 advertisements per day.
Just consider the reality of this challenge.
In 1900 the total amount of information available to mankind was dou-

increased rate of once every eighteen months! The marketing world we
live and compete in is an expanding universe of new technologies, service
options, legal complexities, line extensions, private branding, distribution
overlap, trend shifting, advertising over-kill, packaging creativity, buy-
outs, mergers, cost increases, and marketing chaos.
Competition is no longer as simple as it once was. It used to be

limited, and brand loyalty was reasonably steady. Think about it: Ford vs.
Chevy, Kellogg’s vs. Post, Pepsodent vs. Ipana, Luckies vs. Camels, RCA
Victor vs. Columbia, and Sears vs. Montgomery Ward. Competition was a
simple concept: product vs. competing product. Not so today. To illustrate

8

this point of the explosion of options we will look at the development of a
common product: the pen.

The Pen Profusion Phenomenon
When our founders signed the Declaration of Independence they used
quill pens. These did not come in a wide variety of styles, sizes, colors,
and brand names. They were simply goose quills tapered to a point and
split with a knife. Relatively few people had the education and skill to
share thoughts important enough to warrant documentation. The need was
further reduced by the reality that anyone with access to a stray goose
feather could make their own pen. As a result, the manufacturing and mar-
keting potential for writing instruments ranged from little to none at all.
The dominance of pen and ink lasted until the wooden lead pencil
was invented just prior to the Napoleonic era of the early 1800s as a tool
of battle. In those days, battle orders were written in ink, requiring both a
pen and an inkwell. They were transmitted by courier. This process was
both cumbersome and risky. Any wet weather or fording of rivers could
smear the ink and delete the orders. Napoleon worked with a gifted met-
allurgist named Nicolas-Jacques Conté to develop a way of inserting soft
plumbago lead into a wooden stylus. This self-contained and smear-free

that century, a salesman named Lewis Waterman was tired of being on the
road and getting orders that needed to be signed with borrowed pens and

problems involved with the old way of dipping and writing. It also created
the occasional social tragedy of a leaky pen clipped inside a white dress
shirt pocket. The daily loading of a businessman’s pen could be seen as
an extension of the frontier ritual of loading the Winchester. Manly but
messy.

9

Shapes, colors, and price ranges varied and boxed sets of match-
ing fountain pens and automatic pencils became the cliché executive and
graduation gifts of the 1900s. Some were costly enough to be handed
down through generations. Then in 1958, a French entrepreneur, Marcel
-
scopic rolling ball, and he blew the writing industry wide open.

Bich was also a brilliant enough marketer to realize that his name
would be mispronounced in the American market with a negative female
connotation, so dropped the H, and made BIC a memorable household
brand name.

on the choices now facing you in virtually any retail outlet. Gaze with awe
and confusion at the vast display of writing instrument choices! Pick your
category of choice: ball points, roller balls, or gel pens?
Then take time to sort out whose brand name suggests the most
desirable qualities you have come to associate with this product: Pilot,
Uni-Ball, Opti-Flow, Sarasa, Revu, Pentel, Xeno, or the original Bic?
There are surely even more that we have overlooked, but enough is enough
to make our point.
Next you must select your communication weapon caliber of
choice. Bold, Medium, Fine, or Micro? G-2 or G-6?
How many pens do you need to replenish your inventory? Just
one? A three-pack, four-pack, six-pack, or the value-pack of ten? And do
you want those to be all black, all red, all blue, all green, or the complete

And wait, before you make your choice, have you considered the
attractive Z-Grip barrel design, or the Bic padded Select series? And do
you favor the classic retractable click-point design or the less expensive

10

style with the little removable cap, both complete with pocket clip includ-
ed at no extra cost? And do you care about cost, or brand?
Is this a product category that seems to have reached saturation
and generic overkill? Marketing could be reduced to display positioning,
packaging, and pack-age deals.

are busy attempting to read our minds and track our shopping habits. Will
the trend to gel tips over ball points warrant the investment in a new plant?
Do we have the research facilities and the marketing budget to do the job
right? Can we be competitive? Do we have a winning name for ours and
can we get it trademarked? Who is doing the package design? Has it been
focus-group tested? These are the sorts of industrial strength questions
that get asked, researched, and voted on almost every day in our society,
and we all play key roles in this process at many levels, because we are all
planners, producers, consumers, and deciders, all at the same time.
Back in another century when Ford and Chevy fought toe to toe on

choice of coupe, sedan, or truck. Take your pick and settle for what you
get. Today, even automobiles can be virtually custom built if you are will-

commission, “I can put you in this one today!” Many of the old marketing
and sale rules have changed right along with the worldwide changes in
commerce and distribution.
Who competes for your business, income, and success? Similar
or equal competitors? Entities you have not recognized as competitors,
who serve the same basic need with different products, services, methods,
-
mographics, trends, technologies, and economic priorities? Unexpected
environmental or global events? Unexpected competition based on new
resources?

11

The bad news is that the intricacy and expansion of product lines,
the multiplicity of competing brand and service choices, and the commu-
nication complexity of the media explosion make running a successful
business extremely challenging. The good news is that a consuming public
accustomed to multiple choices, new products, and brand extensions is
more open to newness, novelty, and the appeal of a unique selling proposi-
tion or a commanding retail package or display. As our economy becomes
more sophisticated, more selective, and more complex with its choice
of purchase options, your sales and marketing efforts must be that much

The Challenge of Time Compression
Another challenge that we encounter today is the compression of time.
The concept of time compression has nothing to do with the literal mea-
surement of time and everything to do with our psychological approach to
it as we slowly adapt to speed in all things. Here is a real-life example to
illustrate the impact of time compression on consumer expectations.
In 1803 President Jefferson commissioned Meriwether

Coast.
1. They spent the winter of 1803 training their team for the journey.
2. They departed in May of 1804. By winter, they had gotten only
as far as the territory we know as North Dakota. They were
patient.
3. They cut down trees, sawed lumber, and built a stockade to

4. The party reached the downside of the Rockies in the summer of
1805. They stopped again and used natural resources to build a

River.

12

Eighteen months.

As daunting and heroic as this may seem to us, it was simply taken
for granted as the way things were in those days.
Now, fast-forward to you sitting in the Chicago-O’Hare terminal.

2. You are only hours away from your destination, yet you are
impatient.
3. You are surrounded by food, beverage, entertainment, and bath-

4. You have been busy texting friends and business associates, but
by today’s standards, you are wasting time and it upsets you.

In spite of the relatively minor delay and the breathtaking speed of
air transportation, you feel helpless and frustrated. Chances are you actu-
ally feel more helpless and more frustrated than Lewis and Clark did when

what? There are 300 million US consumers who feel the same frustration

phone. And with DVRs, who has time to sit through thirty-second com-
mercials and watch TV in real-time anymore? As consumers, we want
what we want and we want it now. Is your brand message quickly com-
municated, with a clear value proposition that immediately establishes a
“connection” with the broadest possible audience? Or is your value un-
clear, potentially irrelevant, and perceived as a waste of the consumer’s
ever more valuable time? LIFT ensures that your marketing communica-
tions instantly resonate and drip with relevance.

13

We know these challenges—complex consumer motivations, the
explosion of information and choices, and time compression—are not new
to you. We offer them here to bring them out of memory and put them at
the forefront of your mind as we re-examine these challenges. Traditional
marketing statistics and demographic analysis are lagging behind this
decision-making tsunami. LIFT offers a more sophisticated approach to

marketers to deliver a marketing message, product design, or service that
is more relevant to the targeted consumer than the mountain of informa-

and relevant the message, the more likely the intended audience will re-
spond, and respond positively. You need information that you can use to

modify your products or promotions to better suit a more productive mar-
ket segment. LIFT knowledge can make you the master of this valuable
information and a leader in the competitive race, particularly at its present
state of increased options and pace.

14

Chapter 2: LIFT Basics
LIFT was not created overnight or by sudden insight. It is the time-tested

As the name suggests, it is an on-going process of market and consumer

Switzerland. Unlike the more general demographics or opinions taken reg-
-
cused on behaviors, attitudes, motivations, and preferences and how they
relate to buying patterns and marketing appeals. In addition to this more
sophisticated focus, RISC research is broad based, averaging over 75,000
interviews a year.
Because of their focus on motivations, the work of the institute is
a sophisticated expansion of the pioneering work begun by Abraham
Maslow. It is important to re-state that the Maslow layers are not necessar-
ily steps in a ladder where the goal is to work from bottom to top. Once we
have the basic needs in hand, we are pretty much free to move up and
down and around the various hierarchies as our needs, desires, and ambi-
tions change or shift. This freedom of movement is why LIFT was created:
to identify basic motivations of the four LIFT quadrants that form both the
heart and the muscle of our tighter focus on the basic variations of mar-
ket potential. These four quadrants are: Leader, Independent, Fraternal,
and Traditional. This breakdown offers you a much more focused way

more useful way of sorting out the complexities of consumer motivations,
so beloved of advertisers, marketers, and media consultants. LIFT’s use-
fulness and capacity for effectively identifying—even anticipating—con-
sumer preferences has been validated over and over again. LIFT works if
you take the time to learn how to use it.
One challenge for marketers is our tendency to think of the market
as a mass, as in the overused expression, “mass marketing.” Sometimes

16

we break this mass into obvious chunks, like “class marketing” for luxury

-
ket segments that can be reached by changing or modifying your appeal
to more closely match the core elements that motivate consumers to react
in your favor. In other words, LIFT differs from standard demographic
breakdowns, in that it focuses on the motivations and the nature of the
purchasing/decision-making process that varies from person to person. In
terms of productivity for you, it is much more important to know a pros-
pect’s decision-making trigger, rather than standard demographics like
where they live, how much they earn, and what nationality they are.
Another challenge facing marketers is in trying to craft an appeal.
Crafting an appeal that is too broad often results in a message that is con-
fusing, watered down, and does not truly resonate with anyone in the tar-
get group. On the other hand, narrowing your target audience too much

identify what seemingly disparate and small demographic groups have in
common in terms of buying behavior and preferences, allowing marketers
to craft messages with a much broader appeal than otherwise thought to
be possible. In other words, your ideal audience may be forty-year-old

with a household income of $50,000, college-educated with three or more
children living in the home. While these women obviously differ from
young single men in terms of demographics, in terms of LIFT consum-
er motivations they may share attributes like materialism, wanting to be

motivations and redesigning the product with a gender-neutral look, the
product could be positioned to appeal to a broader market than the afore-
mentioned women.
On the following page is a brief summary of the four LIFT quad-

17

rants. Within each of the four boxes of the grid are the key shared attri-
butes associated with Leaders, Fraternals, Independents, and Traditionals.
By taking these attributes into account, marketers can craft a single mes-
sage that knits together small, otherwise unrelated, demographic groups
and create a meaningful connection with the now larger audience based on
shared preferences and behaviors.

here in terms of their attitudes as potential customers, consumers, or users,

18

Leader Fraternal
Emphasis on Performance Emphasis on Group

Typical Attributes: Typical Attributes:
Accomplishment-driven Team players
Obsessive Family oriented
Competitive Internet users
Game changers Steady consumers
Materialistic Function over price
Want it now Global perspective
First in line Historically aware
Enthusiastic Care for planet
Independent Culturally curious
Tech savvy Sports participants
Active/athletic Family vacations
Risk takers Group experiences
Adventure seekers Socially gregarious
Flexible ethics Club members
Pressure prone Open-minded faith
Spiritually independent Conservative style

Independent Traditional
Emphasis on Self Emphasis on Defending the
Status Quo
Typical Attributes:
Focused achievers Typical Attributes:
Relaxed Cautious conformists
Eager consumers Brand loyalty
Question authority Seek guarantees
Skeptical Respect order
Materialistic Careful planners
Easily motivated Predictable patterns
Obey the rules
Cherish freedom
Non-conformists Dogmatic
Self-employed Sensible fashion
Focused on results
Status awareness Minimal consumers
Open to rewards Minimal Internet
Question Leaders Minimal risks
Strive for recognition Avoid crowds

19

Leaders: Currently 24% of the US population

gender, but rather by their attitudes toward trend-setting and new product
-

trend for the rest. Adult Leaders follow the same behavioral paths, but

could extend over a larger portion of the population. A Leader who invests
in a trendy bar or local brewery can be more valuable to the economy than
-
loads or hairstyles are hottest at the moment. On the other hand, age is
not always a limiting factor. A teen or early twenties Leader can also have
an impact on millions. Take the present phenomenon of Facebook, or the
historic impact of young Steve Jobs and Steve Wozniak harvesting digi-
tal Apples in their garage, or Miley Cyrus, who, as a sub-teen with both

fashion world of Hannah Montana.
Beware, however, of pegging Leaders only in terms of current
trends. A Leader could be organizing a concert party at any sort of perfor-
mance level from country to contemporary. They may appear to be part of
the crowd, but they will be the ones with the best tickets, the backstage

Don’t let the many cultural levels of “acceptance” in the arts or technolo-

Leaders do not have to be reduced to single entities like old generals out in

wave of chargers who are willing to move forward into uncharted territory
and set the pace and standards for others to follow.
It is also important to remember that there are always as many

20

Leaders as there are choices to be made or experiences to be had. Nowhere

Leaders of both genders and from various age and special interest groups.
Gamers, computer nerds, audio experts, home theatre patrons, photogra-
phers, and hand-held device users. The clear distinction between Leaders
in business, war, and politics and those who form subsets of consumer
groups, could be illustrated by the mobs willing to stand in line all night

you need to get out of your mind. The entire group consists of passionate
Leaders in whatever group lusts most for the newest toys.
From a marketing standpoint, the message to these Leaders should
involve uniqueness, cool design, breakthrough features, and key upgrade
applications. Advanced media test reports, online sneak previews, and
word of mouth will have the leading Leaders ready to buy before the paid
advertising runs.
The original and long-term appeal of being able to communicate
with any other phone owner in the world is old news to Leaders who focus
on technology and toys and take the underlying services for granted. For

sets. It’s the cool factor that counts most. The content appeal of these toys
is best left to the transmission providers and broadcast networks, where
the more mundane, but necessary, part of the techno-Leader universe of-
fers choices of subscriber cost, transmission speed, and coverage bragging

communication genre, but probably to a different audience.
At this point we should make it clear that we used the electronics
industry to demonstrate the Leader phenomenon, because the familiar im-
age of uber-Leaders willing to stand in line for new releases of hot items
has been well established. Quieter and more typical signs of Leader pur-

21

chasing mentality can be found in high-end delicatessens for food Leaders
and exclusive boutiques for both male and female fashion Leaders. The
automotive equivalent of standing in line would be illustrated by the Lead-
er visiting a dealership to make a substantial deposit months ahead of the
release of the latest limited edition of a really tasty ride.
Because they tend to be free and “about me” thinkers, the pur-
chase choices of Leaders could seem contradictory under certain condi-

by the ownership of high-end, imported, luxury sedans, a Leader would be
more likely to view this as nothing more than high class “herd mentality.”
He or she would be much more interested in the newest, fastest roadster,
the biggest, baddest truck or SUV, or even the most exotic hybrid. If that
last choice appears to be out of context with the other choices, it is not be-
cause a Leader wants to save the world from global warming. It’s just that

could be just as likely to go for one of the new, super-mini cars being
introduced, not because they are cheap or economical, but because they
are the “newest thing,” even cooler and more eye-catching than last year’s

Leaders also tend to seek out recreation or vacations that are out-
side the mainstream and typically more challenging. Age and health per-
mitting, recreation would tend to the likes of scuba diving, hang-glider

Leaders might rather visit Tibet or Samoa rather than France or Spain.
They tend to be those who “discover” the trendiest restaurants and most
intimate bars, the newest wine or custom-brewed beer, the latest electron-
ics, and the really cool wardrobe items, including jewelry and watches that
will eventually become “the new thing.” When these diversions become
common-place, the Leaders will have moved on. They are restless and
tempted by novelty or innovation.

22

they really want. They are more conscious of brand as it relates to the
pecking order of exclusivity from mainstream to exotic or rare. This is
partially because they know and respect the true value of the things they
desire, and partially because they’re willing to pay a premium for being

that starts high and then sells for half that price a year later. The Leader
-
ment. Leaders are not motivated by marketing clichés like “Buy One, Get
One Free.” They know that celebrity testimonials are paid for and not wor-
thy of attention. They might be attracted to something promoted as “new
and improved,” but more likely they would be already aware of whatever
is new and improved in their line of interest and have their order in for it
before the ads ever run. In this area, newness or novelty can even trump
brand loyalty.

sound and tape recording. When DVDs improved home watching quality,

-
ers, but only if they could get into a sneak preview or an opening night,

they will be those who “discover” the relatively unknown world of in-

that only Leaders know about, even if they haven’t read them. This could
suggest that Leaders are also potential culture snobs, but it is not our place
to judge, merely to identify purchasing potential. If they want it, and you
have it, they will buy it!
If you have the ability or the potential to upgrade, re-brand, or
repackage whatever it is you’re selling, it should pay well to consider
whether you are properly positioned to attract the Leaders. The original

23

Sears and Roebuck catalog was well known for positioning their many
product selections in the three price and feature categories of Good, Better,

go the old Sears formula one better with a category of First!
On Maslow’s hierarchy chart, Leaders tend to live in the two tiers
of Esteem and Self-actualization. This does not necessarily make them

their organization to be the biggest.
The Leader’s drive to have the “biggest and best” is often thought of as
exclusively a “guy thing.” There have been female Leaders throughout
history—empresses, queens, and movement leaders—but they were
thought of as the exceptions. However, this gender stereotype hasn’t been
true for generations. Today, as you evaluate your market potentials through

of the market, from the self-employed and small-business owner, to the
entrepreneur, politician, entertainer, artist, or athlete. Mature Leaders,
whatever their gender, earn their way to the top. The best and most mature
of them experience joy and accomplishment from their experience rather
than guilt. Your challenge is to anticipate and participate in this journey.

NOTE: As we continue to offer a further overview of the other three LIFT quad-
rants, we are going to end each of these with a very simple example to illustrate
the differences between the four quadrants.

24

The example is this: Your favorite bakery has just created the world’s most exotic

to buy it without batting an eye. He or she would not eat it right away, or by them-
selves, but would save it to eat in front of those they wish to impress.

Independents: Currently 16% of the US population
Independents are similar to Leaders, but with enough differences in their
attitudes to earn their own marketing tactics. Again, it is important that

these types hold in LIFT. In some respects they aspire to become Leaders,
but in reality they lack the focus to make the transition. They would love to

They actually see the Leaders’ dedication to stand in line for the honor of

aspect of Leadership.

their status symbols. They tend to ignore or mistrust the advice of “ex-
perts” and rely on their own experience. This makes Independents the
most loyal core audience for comedians and talk show hosts who special-
ize in bursting ego balloons and exposing the inconsistencies of serious
world affairs.
While Leaders could be seen as part of a crowd willing to stay in
line for a matter of hours or pay top price for the introduction of the newest
cool thing, an Independent would take pride in nonconformity and would
probably wait patiently for months for the “newest thing” to reduce its
price before making the investment.

consumer group, assuming that the price is right or that the product has
been around long enough to be on sale. It also makes them a moving target
for you, because brand loyalty alone is not enough to hold them in the face

25

of competing attractions. Independents tend to remain loyal to person-
alities or brands that are actively pushing the boundaries of innovation.
Think of it as loyalty to novelty.
As for the basic issue of residence, a true Independent would like-
ly be a renter with freedom of choice and the ability to move around, rather
than be a homeowner tied down by a heavy mortgage. On the other hand,
an Independent would be more likely to go for a sales pitch like, “Nothing
down and no payments until next year,” because they tend to think in
terms of getting what they want now and are less likely to be concerned

that pitch after careful consideration that it would be a responsible way to

Independents are much less structured. Eating habits would be ca-
sual and inconsistent. They would probably avoid eating out at high-priced
or trendy establishments and feel more at home where the food was both
good and a good value. Take-outs and home-delivered pizza could make
up for lack of meal planning on any given day. These people would also
be more likely to work from home, be self-employed, or at the very most,
be part of a small-business enterprise, typically involving art, music, or
electronics. Nothing with too much structure because they are relentless
multi-taskers capable of working with iPods playing in their ears, or tex-
ting on a cell phone while commuting, engaged in a face-to-face conver-
sation, or even driving a car.
They might join an organized group activity like an athletic club
or a yoga or aerobics class, but never for a long-term commitment, and
always just restlessly seeking out the next new thing. These are people

driven more by impulse than by time. This is not to say that the Indepen-
dents are irresponsible or social hermits. They can be involved with the
same sporting and entertainment events as the Leaders, but for different

26

reasons and at a different level. Where the Leader might be attracted by
backstage passes and skyboxes, the Independent will be there out of loy-
-
sional excellence of the event. On the other hand, they might arrive late
and leave early just to maintain their own sense of pace.
To remain consistent with our comparisons, let us consider the
Independent’s approach to automobile ownership, compared with the
Leader’s. In this category, both wish to stand apart from the masses but
with entirely different approaches. As already noted, the Leader will go for

end of his category will be the one who waits for the second or third model
year of a given vehicle, because its price will probably be more negotiable.
At the lower end, the Independent would be proud of the way he has modi-

of the scale he or she could even be seen happily com-muting with great
pride in an original VW bug.
As for the Independent position on Maslow’s hierarchy, it would
certainly reach into the Esteem region of the pyramid. However, the Inde-

self-reliance and minimal commitment to long-term responsibilities or
debts.

NOTE: Recall that we ended our commentary on Leaders with the simple exam-
ple of the Leader being eager and willing to pay $10 for the world’s most exotic
cookie.
An Independent also has $10 in his pocket to invest in cookies, but is not
impressed by the Leader’s choice. An Independent would buy ten, $1 cookies
instead, and eat them all with great gusto, probably without sharing. Does Inde-

27

Fraternals: Currently 46% of the US population
From the very beginning of our Anglo-Latin–based language, fraternal has
meant brotherly. This identity has expanded over time to organizations
with common interests and purposes: fraternities and Fraternal Orders of

the case in the LIFT quadrant. We use it here to identify any and all of
those who are gregarious, outgoing, and sharing. They are often joined

to larger group movements like church membership, environmental ac-
tivism like Greenpeace, political involvement with mainstream political
candidates, and Facebook membership on the Internet with the potential
for making thousands of “new friends.”
If the Leaders strive for Self-actualization, those who are Frater-
nal are happy to be wherever there is good company to share life with.
This is not to say that those LIFT types in the other sections of the quad-
rants are lonely or anti-social. Most humans prefer company whatever
their labels. Just keep in mind that we are talking here about consumer
traits as they relate to attitudes, motivations, and preferences. Thus a Lead-
er will be seen in the company of friends as often as a Fraternal, but with

taste. An Independent will also be with people, but at a lower level of ex-
pectations. Fraternal folk are together mostly for the purpose of sharing an
experience or accomplishing something worthwhile as part of the group.
As consumers, they will tend to favor things and experiences that
are group oriented, as well as couple oriented. They would likely drive a
van or SUV capable of taking at least six friends to an event. They would
be sports oriented at a lower level of the Leaders. Instead of skyboxes, the
Fraternal group would gather at school or company softball games, share
a row of seats at the local college games, and—even more likely—enjoy

28

playing backyard touch football, sharing a swim-ming pool, or organizing
a potluck dinner.
The Fraternal family tends to have the most children of the four
quadrants, and they are loyal down through the generations. Whether it is
driving kids to soccer or summer camp, remembering anniversaries and
birthdays, or loaning tools, Fraternal people enjoy being involved with one
another. For this reason they are more price-comfortable than the price-con-
scious Independents.
They are steady consumers, but at a different level than Leaders.
Where a Leader may pay up to $100,000 for a roadster, or $500 for enter-
taining, the Fraternal shoppers are looking for more practical—and share-
able—value received. They respond to sales not just for the savings alone,

could afford earlier, like the hottest laptop or exotic surround sound sys-
tem. Because they are family oriented they are out shop-ping every week
for practical food. At that level they would respond to a sale or “Buy One,

friend or neighbor in need. They shop wisely for back-to-school, vacation,
and sports gear. They favor the mass retailers, and they are dependable,
steady, and somewhat predictable.

word of mouth, networking, and online shopping. They respond best to
-

-
ence as well as novelty: a museum, art gallery, or even a trip to Europe
for the cultural experience. Leaders could also choose Eu-rope, but for the
less intellectual appeal of European wines and clubs, or getting to drive
over 120 miles per hour on the German Autobahn.
Fraternal travelers could also enjoy discovering a new place in the

29

world, but in the company of others, often for the unique opportunity of
doing missionary or relief work. If that should lead to a dramatic destina-
tion like Tahiti, so much the better, but for far different reasons than the
more materialistic Leader who would be spending his or her time ashore
enjoying the more sensual attractions of parties, beaches, and “character”
bars and clubs. Fraternal folks would rather be together and sharing expe-
riences, taking lots of video and photos of the events. They constitute the
heart and muscle of the mass market, partially because of their Fraternal
motivations.
Fraternals and Traditionals are both we, rather than me, oriented,
but at different levels. Think of Fraternals in terms of community and Tra-
ditionals in terms of family.

NOTE: Using our on-going commentary on how these various quadrant folks
would deal with a bakery that featured the world’s most exotic cookie for $10, we
suggested that a Leader would be eager and willing to pay $10 for the cookie
because it was both new and exclusive. We also claimed he or she would save it
to eat in front of envious and admiring followers.
An Independent also has $10 in his pocket to invest in cookies, but is not
impressed by the Leader’s choice. He would buy ten $1 cookies instead, and eat
them all with great gusto, without sharing.
A Fraternal would invest in a $10 super cookie, but only for the reason
that she could share it with friends and give them all a piece of the treat. More
likely she would wait for a “Buy One, Get One” sale at the bakery, and thus have
even more cookies to share. Fraternal folk are not intimidated by price; they sim-
ply demand their money’s worth at the social level. Don’t be surprised if a Frater-
nal guest at your reception takes an entire tray of hors d’oeuvres back to a table of
friends who are gathering rather than “circulating.”

Traditionals: Currently 14% of the US population
Traditionals are possibly the least productive marketing segment because
-

four groups. This lack of potential for new brand or product introduction
can, to a degree, be balanced by brand loyalty. They may buy less, but
they will buy more consistently. Their entertainment interests tend to be

30

more rural. Thus the thinner population density reduces the possibility of
trendy novelties being introduced into the community.
They prefer to buy American and don’t wish to be told that more
and more of the “American brands” they buy are actually produced over-
seas. In electronics, they have probably accepted the overseas domination,
so may compensate for this by focusing on trusted retail chain selection,
well-established brands, or trusted ex-perts often found at the locally
known full-service dealers. While in some product categories they may

American” when it comes to automobiles and other big ticket items like
farm machinery and appliances, even though these iconic names tend to
contain imported parts or labor without broadcasting it. Traditional folks
may know this deep down inside, but they still want to show the American
badge or logo in public. Philosophically, Traditional folks prefer to see
things in simplistic, black-and-white terms, and they like clear rules that

their media and in their social dialogue. In their home lives, they tend
to have traditional roles with the man in charge of hard-ware and main-
tenance and the woman in charge of the kitchen. Here the trend would
be favored and proven family recipes as opposed to media-introduced in-
novation. Brand loyalty, safety, security, and dependability all factor into
purchasing decisions, including the use of coupons, but only from estab-
lished and trusted retailers or brands.
Traditionals also tend to be religious and regular churchgoers,
-
sues of God, country, family, and codes of honor. They have a low price

the eventual sale or closeout.

31

As for the Traditionals, they have probably reached their level of
comfort or satisfaction and would have the least incentive to change, espe-
cially if pushed or persuaded by others.

FINAL NOTE: We have ended each quadrant section with a hypothetical example
of how these various consumers would deal with a bakery that featured the world’s
most exotic cookie for $10. A Leader would be eager and willing to pay $10 for
one, because it was both new and exclusive. However, he or she would not eat it
alone, but would do so in the company of their peers, to be certain of getting full

Independents might wish they had that level of ego and value priority,
but with $10 they would compromise for buying ten $1 cookies instead, and eat
them all with great gusto, and without sharing.
Fraternal folks might invest in a $10 super cookie, but only for the reason
that they could share it with friends and give them all a piece of the treat. More
likely they would wait for a “Buy One, Get One” sale at the bakery, and thus have
even more cookies to share. Fraternal folk are not intimidated by price; they sim-
ply demand their money’s worth.
Traditional folk would never even consider investing in that super cook-
ie, even at a discount. They would buy a tried and true vanilla wafer or chocolate
chip favorite, search for whatever is on sale, set their maximum acceptable price

in the window display.
Hopefully these cookie examples have helped you understand the core differences

32

Chapter 3: LIFT Product Appeals

with each of the LIFT quadrants. We will do this by giving a broad over-
view of what appeals to our LIFT quadrants in the categories of consumer
attitudes, positioning, design preferences, and technographics. Then in

appeals and the degree to which these appeals resonate with our LIFT
consumer quadrants.

use of the word product as whatever it is you are designing, manufactur-
ing, or selling. It would be easy to misunderstand this issue particularly
when combined in the same heading as “packaging” and “design.” Our
minds immediately go to that cereal box in the supermarket, that new
blouse in the boutique, or the swooping fender lines of our new sport se-
dan. In terms of LIFT, anything you have to sell can be designed, pack-

something as simple as a letterhead, as logical as a uniform, or as complex
-
able image in the mind of your prospect, an image that appeals most di-
rectly to the “hot button” attributes of your most logical prospective LIFT
quadrants.
That plural s on “quadrants” was not a typographical error. It is
entirely possible for many products and services to appeal to more than
one quadrant. It will always be strongest in the most logical quadrant, but
the possibilities of expanding your potential can be greatly enhanced by
your understanding of how LIFT works, and how to modify your product
packaging, design, or marketing message to pick up incremental business.
LIFT has never been about maintaining the status quo. It is all about in-
creasing results through sharper focusing and smarter marketing.

33

Needless to say, the following word lists are not all-encompass-
ing, but they should start you thinking in terms of key issues and attributes
that will resonate with your target audience.

LIFT ATTITUDES MATRIX

Leader Independent Fraternal Traditional
Acquisition Flattery Shared values Prevention
Innovation Status, Image Legitimize Respect for authority
Curious Materialism Social fairness “Demonstrate” how
the product is used
Sensual Escapism Don’t want to age Build trust
Symbolism Symbolism Continuity, Local or family
connecting past vision
and present
Seek stimulation Seek stimulation Want direction
Seduction Sustaining past Human potential Americana
Exploitation freedom Hierarchy Duty
Proactive Reactive Proactive Reactive
Proactive Short-term thinking
Long-term thinking Long-term thinking
Short-term thinking Security
Seek a competitive
advantage Stability Expansion Stability

Empowerment “Keep the dream Maturity Honor
alive”
Open to change Resist change Open to change Resist change

Seek enjoyment, Seek enjoyment, Small pleasures
pleasure, and self pleasure Nostalgia
gratification
Work hard Seek recognition
New perspective Under-promise
Play hard Economic securtiy
A taste for the A taste for the Conform to norms
unexpected unexpected Exploration
and rules
Enjoy receiving Enjoy receiving Enjoy giving Enjoy giving

34

LIFT POSITIONING MATRIX

Sophisticated Funny/Fun Caring Rational
Cutting edge Mockery Help Others
Help others
Vanity Extreme Adventure
Sexy Irreverent Natural Natural
Exotic Shocking Comprehensive
Assurance
Fashionable Edgy Inclusive
Juxtaposition of Juxtaposition of Link past with present Tradition
opposites opposites

Personal performance Non-conformist Stay connected Simple

Self help Expressive Cultured, cultural Direct
diversity
Adventure Mistrusting Cultural experiences Home centered
Expensive “Who says?” Wellness
Quality, brand names
Power Defiant Health

Risk takers Freedom from rules
or limitations Trust Proven

Glamour Quality Giving
Aspirational
Provacative Personalization Order
“Me” oriented Best for least Global community Guarantee

Quality Provacative Ethics Moral and religious
dogma
Status Consumption “We” oriented
Literal
Strategic opportunity Hedonistic Giving
Order Family
Youthful Rewards Social responsibility Responsible
Expansion Rogue Persuasion
Mistrust of outsiders
Growth Renegade Green
Being first to… Extreme Global care
Critical of others
Be “IN” Get more Advocacy
High price tolerance High price tolerance Low price tolerance Low price tolerance

35

LIFT DESIGN PREFERENCES MATRIX

New
Counter to convention Combine past, present Substantial
Unique and future
Progressive Functional
Low cost knockoffs
Trendy
Natural Natural
Fashion forward
Fun Personalization
High-tech look
Made in USA
Aggressive Non-conformity Related to the past
Shocking but established in
Sexy new forms Timeless
Combine the old and Classic
Euro-style Bold familiar in new ways
Performance “Look at me!” “Green” Appropriate
Tailored Moral issues
Eclectic Safe
Customized “Is it right?”
Superior Sexy in unusual ways Familiar or mainstream Restful
Bold Fantasy colors and patterns Name Brands
Best of class in Antiquity
look and feel Science fiction Sensible

Elegant Quality is not a Familiar symbolism
primary concern Durable

Attention Warm, natural,
Inexpensive Trusted brands subdued colors
Curious Free form Crisp colors Simple
Unusually large,
expensive, rare, Unusual size, shapes, Comfortable, casual Familiar in size,
powerful, exotic, color, texture, and surrounding and shape, thinking
simple, complex, pattern combinations clothing
colorful

Impulsive Health related images
purchase Extreme Wholesome

Sophisticated Raw Homemade
Multi-cultural
Symbolism Bizarre Antique

36

LIFT Technographics Matrix
Technographic segmentation was developed to measure and categorize
consumers based on their ownership, use patterns, and attitudes toward
information, communication, and entertainment technologies. On the fol-
lowing page is a matrix out-lining attitudes and behaviors of LIFT technol-
ogy users. This outline provides an indication of tendencies. We are not
suggesting that, for example, Traditionals don’t blog or use RSS feeds. Or
that Independents want only to use online tools for entertainment. What

for certain attitudes and activities. Use the matrix to provide guidance for
your online strategy, design, and messaging and for the functionality of
your website/tools as it relates to your LIFT target audience.

37

LIFT TECHNOGRAPHICS MATRIX
Exhibitionist - give Joiners; multiple social
High-tech; Be first, Use Search to gather
them tools to say networks, support
be on the “inside” information
“look at me!” causes, share knowledge
Upload self-created Upload self-created Watch videos
content content Read reviews
others create
High media High tech and
Watch TV online Simple
consumption media consumption
Willing to pay for Willing to pay Free content
content Free content; for content
Comfortable with price resistant Comfortable with Turned off by complexity
complexity complexity
Publish a blog,
Publish a blog to shape Read fringe blogs contribute content to
opinion or demonstrate and have a taste for share an opinion Limited social media use
expertise radical ideas or participate in
social dialogue
Comment on blogs
Will comment on blogs
to participate and to
if they gain something
Comment on blogs share knowledge Low tech
(image, networking,
exposure) Add tags to photos

Critics - it’s their
Visually exciting Critics - it’s in their Prefer serious,
obligation as an activist
design, functionality nature to be critical substantive content
and social contributor

Listen to podcasts for Visually exciting design, Listen to podcasts to be Prefer well organized,
competitive advantage functionality informed or participate “clean,” uncluttered
or improvement in off-site events design
Use RSS feeds Entertaining Use RSS feeds
Post ratings, Vote online [for people,
Use email with
vote online for Will use almost any causes, ideals]
limited group of
entertainment online tools if it will help
Use online tools for friends or family
or novelty them get what they want
personal planning
Engage in Engage in casual If you are going to
competitive gaming If you are going to or social games change or update your
change or upgrade your
Contribute to wiki’s Contribute to wiki’s technology, change
technology, change
for recognition or to share knowledge incrementally!
incrementally!
accomplishment and information

38

How to Match or Modify Your Product to the LIFT Quadrants
Here are four steps you can take to match your “product” with your LIFT
target audience. Use this exercise to enhance your understanding of your
audience and the relationship of your target consumer’s traits, preferences,
and attitudes toward your product.

1. Scan the listing of LIFT attributes back on page 19. Make notes

now or how you could reposition or redesign your product to
strengthen and increase it’s appeal.
2. Refer
34-38 for a better understanding of your positioning options.
3. Note
offer additional opportunities to connect with consumers in an-
other LIFT quadrant.
4. Remember that it is more productive to be the best, or “top of
mind,” to those in your strongest or most likely LIFT quadrant,
and not muddle your image by trying to be everything to every-
body in all four LIFT quadrants.

39

Chapter 4: LIFT Attributes to Consider
We’ve provided keywords that describe the attitudes and attributes of each
LIFT quadrant. What follows are a set of questions and thoughts to con-
sider that will help you think more deeply about how to enhance your
product, service, pack-aging, or message to have the greatest appeal to
your target audience. And while most of the keywords that follow are
pulled from the Design Preferences Matrix on page 35, you will see that
our discussion of these words goes beyond design in order to provide a
better platform for creative thought.

Leaders
New . Unique . Progressive . Trendy . Fashion Forward . High-Tech Look .
Aggressive . Sexy . Euro-Style . Performance . Tailored . Customized . Superior
. Bold . Best in Class . Attention-Getting . Impulse Purchase . Unusually Large,
Sensual, Expensive, Rare, Powerful, Exotic, Simple, Complex, Colorful

Is it New?
-
tion or up-date of a popular thing? An opening night or a preview show-
ing? New location, layout, amenities, signage, or colors? What can you do
to make your product new?

Independent: Important … if the price is right
Fraternal: Important… if new and improved
Traditional: Unimportant

Is it Unique?
This differs from new in terms of rarity. Leaders are seldom drawn to a
mass-produced product. It needs to be one of a kind, the most expensive
of its category, a collector’s item, or a social attention-getter. Is your prod-
40

uct unique? What could make it so?
Independent: Important
Fraternal: Impartial

Is it Progressive?
Does it involve new concepts, new functions, or new and unusual ways of

or ability? Is your product progressive?

Traditional: A turn-off

Is it Trendy?
This involves many of the same attributes as progressive, but more super-

color. New sound. New way of doing something. Will it set a new level of
awareness or envy? Can a version of your product start a trend?

Independent: Unimportant
Traditional: A turn-off – Don’t insult my Traditional position!

Is it Fashion Forward?
This differs from trendy in that it trades shock value and novelty for a
more substantial, durable, and tasteful approach. It could be a more mature
evolution of trendy. Fashion extends beyond clothing and accessories.

41

What can you do to make your product more fashionable? Tasteful? Ap-
propriate? Desirable?
Fraternal: Unimportant

Does it have a High-Tech Look?
Leaders have a fascination for things that are as new in their appearance as
they are in their function. The functional limitations are unimportant to
Leaders as long as the product looks cool. How much freedom do you

this new look. What colors, patterns, features, or designs can suggest tech-
no-chic?

Independent: Important – if look is extreme or radical

Is it Aggressive?
Leaders like to be certain that their Leadership is obvious and undisputed.
Aggressive works at the psychological level with fashion, color, or sound.
It works at the performance level with products that involve function, mo-
tion, or action. The word subtle is not in the Leader playbook.
Does your product or your marketing plan support an aggressive
upgrade or approach? And bear in mind that aggressive does not necessar-
-
nancing plan could be positioned as aggressive with the right marketing or
advertising plan. Consider your options from this perspective.

42


Can you make it Sexy?
This is not a gender issue. Leaders of both genders respond to the same
basic lures. Certain shapes, textures, colors, and aromas can arouse plea-
sure or desire in either gender. A red roadster is sexy. So is a red rose, red
lips, red wine, white pearls, gold wristwatches, and clothing that is pleas-
ant to the touch. It’s not always about products. Letterheads and business
cards can be sexy, as can be voices on the phone, store displays, or packag-
ing. Consider your opportunities to attract Leaders with sex appeal.


Does it have Euro-Style?

It certainly is not Asian, Indonesian, or Latin American, and it gives the
impression of being more sophisticated than American-style. Europe
seems to have the advantage of many centuries of civilization in which to

-
cient. Hard goods and fashion would probably have to be restyled, but
packaging branding, décor, and display could suggest Euro-styling and
catch the attention of a Leader. Can you make this happen?

43


Does it offer Performance?

of a sports car, speedboat, or airplane. It also suggests capability as in
-
ple cell phone applications. If you are the producer of the product, the
challenge of performance is up to you. You’ll need to lead the performance
parade to catch the Leaders. If your product is a service, your challenge is

can offer exclusive advantages or results that are unique enough to lure the
Leaders, and set the pace for some Independents to follow.


Is it Tailored?

it can also mean anything that is sharp looking and well styled—“like it
was made just for me!” Whatever Leader attributes your product may
have, pay close attention to the tailoring of the details and the presentation.
A Mercedes may be tailored, but a gum-chewing Mercedes salesman in an

Is your product as well tailored as it could be?

44

Independent: Impartial

Is it Customized?
Customized is often used interchangeably with tailored, but there is a dif-
ference. A product can be tailored in appearance or presentation, and still
offered to a mass market. Customized means that something has been
done to the product to make it special for one buyer, and that person would
most likely be a Leader. Customizing does not have to be limited to ex-
pensive products. A free gift-wrapping service in a store is a form of cus-
tomizing that could appeal to a much broader audience than a custom-de-
signed yacht. Your challenge is to perceive all the different ways that you
could customize your product anywhere in between the two extremes of
gift-wrapping and yacht building. How can you make the customer feel
like your product is just for him or her?

Independent: Important … but probably too costly

Is it Superior?
This is a tough selling point to fake. Unlike some of our other trigger
words like unique and performance, superior is the ultimate positioning
statement that claims your product, or at least one important aspect of your
product, is the very best it can possibly be and ranks at the top of the posi-
tioning ladder for that product. If you can prove or demonstrate superiori-
ty, you will have Leaders eating out of your hand, and Independents drool-
ing for an opportunity to get some. If you produce or control your product,
45

another. If you don’t have this control, brainstorm how you can make your


Is it Bold?

colors it is primary and strong. In design it is sharp contrasts, oversized
dimensions, predominate details or accessories. In fashion, it would be
shocking. Seen side by side with competitive products, bold would appear
dominant, different, and emotionally arousing. How can you redesign, re-
package, reposition, or modify your marketing to make your product bold
and attract more Leaders?

Independent: Important … if affordable

Is it Best in Class?
We had to put the words “in class” in there to keep the ranking focused.

means there is no other better, but on the other hand begs the question:
Who says so? In other words, best is a moving target. For Leaders, this

peer agreement, as in a bunch of bikers admiring a Leader’s new ride by

46

agreeing, “This is the best Harley yet!”
More realistically, it would need to be a product, service, or ambi-
ance in a category that involves an accepted or documented level of judg-
ment, as in: “Rated best new wine of the year by Vintage Magazine.” This
is a tricky trap of a category, however, because there are Leaders at so
many economic levels. If Bud Light is judged to be the bestselling beer,
that would put it into a mass class too common to attract a Leader who
only buys imports or brews his own. Is a loaded Cadillac the best car
compared to a loaded Chevy? Depends on whether we are talking theory
or reality. If a low-income Leader is the only one in his peer group to have
the Chevy with the new self-tinting electric sunroof, that would be his best
in class and it would validate his Leader status.
More likely, best goes beyond function and deep into rarity, cost,
snob appeal, and general consensus. We mentioned Rolex earlier on, but is
it really the best in class? At this level, we are no longer talking about
time-keeping accuracy. At some level all watches are equally accurate and
dependable. But how about implied best by way of rarity? Are the Vach-
eron Constatin watches or the Brequet Dupuis watches best because they
are French, founded in 1775, and so rare you probably never even heard of
them? In the eyes of your wannabe friends, the answer is probably yes, and
that’s enough to stroke a Leader’s ego. But so, then, might be an antique,
wind-up Mickey Mouse wristwatch if it still kept good time and attracted
a high level of curiosity, attention, and envy.
Best is a Leader marketing appeal that is tough to fake, but valu-
able if you can pull it off. Work on all the ways your product can be docu-
mented to be best, but beware the danger that it is a moving target. When
best grows into most popular, your Leaders will start looking for some-

best about your product, pricing, service, or location, and your options for
upgrading.

47

Independent: Important ... as the target moves downscale
Traditional: Unimportant … unless a Traditional product

Is it Attention-Getting?
Many of our Leader words suggest similar properties, because Leaders are
always on the lookout for whatever is new, different, bold, and aggressive,
either in design, color, or function. Attention-getting suggests a slightly
different dimension to these other Leader words. It suggests a uniqueness
that grabs a Leader’s attention by being so new or unique-looking that

different I just have to check it out. Is this something I should own so I can
use it to get everyone else’s attention?”
So, what is there about the design, color, packaging, marketing, or
display of your product that can grab Leader attention? If you don’t have
it now, can you add or create it?


Does it Attract a Leader?
If attention means catching the Leader’s interest or curiosity, attract goes
one step further. Does your product attract the Leader to the point of draw-

about it? If your product has the power of attraction, does it lend itself to
handling, demonstration, or further explanation? Does your packaging,
advertising, website, or sales force have what it takes to turn attraction
48

into a purchase? Be sure your business is properly positioned at every step
of the way to a sale.


Does your product create an Impulse Purchase?
Leaders are the most likely consumer group to buy on impulse. They may
be browsing a catalog, checking out a website, walking through a mall, or
wandering into an interesting location without any particular objective,
other than the natural curiosity of the Leader and the anticipation of dis-
covery. If your product has any of the Leader attributes outlined here, it
should be out on display or well featured in your promotional media. The
bait has to be in plain sight for the Leader to bite.


Is your product Unusually Large, Sensual, Expensive, Rare,
Powerful, Exotic, Simple, Complex, or Colorful?
Your product may offer one or more of these attributes, because all suc-
cessful products require something attractive to make them competitive.
To catch the Leaders, however, not only do these attributes need to stand
out, they need to jump out as being unusual in some unexpected way, and
thus irresistibly attractive to the impulse-prone and novelty-seeking Lead-
er. If you can make your product, pro-motion, or presentation unusually
different enough, you can earn your share of Leader business.
49


Independents
Counter to Convention . Low-Cost Knockoff . Fun . Bizarre . Non-Conformist .
Shocking . Bold – “Look at Me!” . Not as Concerned about Quality . Eclectic .
Sexy in Unusual Ways . Unusual Sizes, Shapes, Colors, Patterns, and Textures
… if not too costly

Is it Counter to Convention?
Independents follow the Leaders in their desire to stand out from the
crowd, but are less imaginative, daring, or willing to pay the price for true
Leadership. They are attracted to specialty retailers, special editions of
popular products, and knockoffs of new style, technology, and personal-
ized services. Can you redesign, repackage, or reposition your product to
stand apart from convention, but at an affordable price?

Leader: Unimportant

Is it a Low-Cost Knockoff?
Independents are obsessed with Leader items, but unwilling or unable to
pay true Leader prices. They are excellent prospects for Leader items after
-
cats. We have referred to “knockoffs” with consistent regularity in this
document, because it seems to be the “poster term” that describes Indepen-

50

dent products best. Any time you can redesign, repackage, or reposition
a currently hot Leader-type product at a lower cost, you can attract the
“wannabe” Independents. Manufactured items may just need a new look
or color rather than actual re-engineering. Other categories may suggest
substitutions, as in transfer decals versus actual body tattooing. Compare
your product with what is hot, and see what you can do to attract the iden-
tity- and value-hungry Independents. And, please, don’t think this level of
positioning is a second-class way of doing business.

Leader: Unimportant

Is it Fun?
While Leaders tend to favor one-upsmanship, Independents are all about
fun. They actually want to enjoy their products and show them off, so any-
thing you can do to add a novelty, play, or fun factor to your product will

to deliver the same experience for less.

Leader: Important

Is it Bizarre?
This may sound more like a Leader word, but it belongs here because the
far-out nature of bizarre gives it the potential to deliver more shock value

51

fun. If your products have been around and not changed much in awhile,
how can you make their design or marketing strategy bizarre enough for
them to jump out at the Independent?

Leader: Unimportant
Fraternal: A turn-off

Is it Non-Conformist?
This is more of a marketing and positioning issue than one of product de-
sign. Positioning slip-on moccasins with a business suit is a non-conform-
ist approach to comfort, or convincing the outdoor-loving Independent
white collar worker that using a pickup truck as his primary commuting
vehicle makes perfect sense would be examples of non-conformist mar-
keting with perfectly normal products. Non-conformity is best shown off
in public or group settings, so styling and features are important. Tattoos,
body piercing, native jewelry, string ties, pocket watches, blue jeans with
dress coat and tie, whatever makes him or her stand out in a crowd will
please a non-conforming Independent.

Leader: Impartial
Fraternal: A turn-off

Is it Shocking?
Shocking is the twin of bizarre. It is a product or a position so unexpected-

52

ly non-traditional that it shocks the senses into thinking, “Wow! Gotta
have it!” At the high end, shocking works with Leaders, but the real
deal-closing shock comes when the Independent checks the price and sees
that it matches his reality. Colors, designs, functions, sounds, and original-
ity can all be made shockingly attractive to the Independent if you apply
some way-outside-the-box thinking to the challenge.

Leader: Unimportant

Is it Bold? Does it say, “Look at Me!”?
Bold is a bit more realistic than shocking, but works for you in the same
family of Independent attention-getting. Bold is somewhat easier to
achieve because it is more a matter of visual impact: color, design, or per-

is not afraid to stand out.

Leader: Important

Not as Concerned About Quality
This is not to suggest that you should be comfortable marketing an inferior
product with your name on the label or your store as the source. But there
comes a point in marketing to Independents where enough is enough al-
ready. Do they really need everything to be top of the line or worthy of a
lifetime guarantee? With Independents, good enough is perfect for them,

53

especially if they know they’ll have to pay more for the ultimate in quality.
Does the Independent really need a Caddy to com-mute to work when a
Chevy would do just as well? Would a hand-forged, custom-made hammer
sink nails any better? Are designer jeans really worth their higher prices?

your competition, or could you tilt it slightly in your favor with a more
practical and less exotic product?

Leader: A turn-off

Is it Eclectic?
Don’t worry if you need to refresh your understanding of eclectic in the
dictionary. It’s not a commonly used word, but it describes the Indepen-
dent’s way of utilizing elements from various sources. Independents are
attracted to products that combine features, design elements, or ethnic in-

or décor, almost anything that provides a potential palate for experimenta-

Just remember that Independents have a low price tolerance.

Leader: Important

54

Is it Sexy in Unusual Ways?
Both Leaders and Independents respond well to any product with sex ap-
peal, or a sensual factor that appeals to the senses in a very personal way.
The basic power of sexy products holds true for both areas of the market,
the big difference being price and perceived value. Both may see the red
roadster as sexy, but the Leader will buy it new, and the Independent will
buy a used or late model at a more acceptable price. If you are marketing
to Independents, continue to ask yourself, “How can I give it more sex
appeal without pricing myself out of the market?”

Leader: Important

Is it Unusual?
It should be, at least in terms of colors, patterns, sizes, shapes, and textures
… but not too costly. If the body of your competition tends to favor famil-
iar or traditional sizes, shapes, and colors, now is not the time for you to
go along with the crowd and play it safe. If you want to bring in the active
and curious Independent crowd, you need to think far enough outside the
box to stand out and gain attention, inter-est, and sales, without being so
far outside that you slide into the more demanding and costly Leader mar-
ket. The Independent market is a big one. It is eager for novelty and is
responsive to moderate pricing.

Leader: Important

55

Fraternals
Trusted Brands and Trademarks . Known Quality . Mainstream . Natural or
Healthful . Personalized . Related to the Past . New Form of the Established .
Comfortable . “Green” . Moral Issues: “Is it right?” . Familiar Colors and
Patterns

Is it a Trusted Brand or Trademark?
The Fraternal preference is for familiarity and comfort in making lifestyle
or buying decisions. Where the Leader or Independent is willing to take a
chance on novelty or newness, the Fraternal wants to play it safe. If your
product is part of or involved with a trusted brand or trademark, you need
to emphasize this strength. If not, you will need to think of all the ways you

whose value will grow with time and performance. Remember, too, that

Often a well-established founder or family name can be the key locally or
nationally. Can you say, “Orville Redenbacher” or “H&R Block”?

Leader: Unimportant
Traditional: Important

Is it a Known Quality?
The known quality of a product is related to but different from a brand
name or trademark. It tends to be more generic. Like the established qual-
ity and preference for steel belted radial tires over those with inner tubes,
or organic vegetables over chemically treated. In many cases the known
quality of your product can be more important and more appealing than
the brand or trademark, especially if money saved from brand advertising

56

Leader: Important

Is it Mainstream?
This category tends to emphasize foods, beverages, and other consum-
ables but could be expanded to include any generally accepted health or

for the Fraternal market is that it is more likely to have a wider, more gen-
eral appeal for like-minded groups, be they large families, close knit
neighborhoods, clubs, or special-interest friends and associates who are
comfortable in sharing familiar things. A backyard cookout of brats or
burgers would be far more likely than a lobster boil, and a health club
membership more appealing than the latest electronic home workout ma-
chine. Is your product fancy, or Fraternal-friendly?

Leader: Unimportant

Is it Natural or Healthful?
This category tends to focus on foods and beverages, but could extend into
cosmetics, drugs, and services like salons, massage parlors, and diet asso-
ciations. The Fraternal shopper will be the most avid reader of package

57

content and side effect warnings. Chemicals, sugars, and fats are automat-
ically guilty until proven innocent. If you are in the position to control
or emphasize the naturally healthy aspects of your product you will have
an advantage marketing to the Fraternal. The same applies to mainstream
services like a spin class or a bike-riding regimen in a group.

Leader: Important

Is it Personalized?
Just about everyone appreciates being recognized. The difference is that
Leaders and Independents want to stand out and be envied, while a Frater-
nal or Traditional person wants to feel a personal connection with those in
their lives, even including those outside the inner circle: the mailman, the
butcher, the checkers, and the servers where they shop and eat. They also
want to feel that the products they buy are personalized, not with osten-
tatious monogramming, but with features, colors, or textures that seem
naturally comfortable to wear or to use. Can you make your product seem
more personal for this market?

Leader: Important
Independent: Impartial unless truly unique
Traditional: Important if perceived as genuine and thoughtful

Is it Related to the Past?
Because Fraternal folk are more family oriented and tend to have larger
-
ence. They are more likely to have a family history and a pride in looking
58

present. If your product has a founder name attached, or a founding date

attracting Fraternal business and loyalty.

Leader: Unimportant

Is it a New Form of the Established?
Your relationship to the past may actually have stronger appeal to the Tra-
ditional folk, but the Fraternal customer will be more open to new or im-
-
ginning of this section with the discussion of known qualities and trusted
brands. The challenge here is to build new, improved, and more useful

How many ways can you reposition your product to favor the Fraternal
market and still live up to their expectations and trust?

Leader: Unimportant
Traditional: Impartial

Is it Comfortable?
Leaders and Independents prefer to impress you with the way they look
and live. Fraternals want you to be comfortable with them. They may wear

Sweaters, athletic shoes, and caps would be typical since Fraternals are

59

into sports. They would be most likely to go for team jerseys and other
group/team sportswear. At work they would be well dressed but as casual
as the employer allows. At home their colors, furniture, and furnishings
are warm, inviting, and comfortable.

Leader: Impartial
Independent: Impartial

Is it “Green”?
If your company or product is committed to the Green movement, Frater-
nals will be the heart of your target market. They care more about others
and their environment than the Leaders and Independents. While a Leader
may go for a strong Green gesture like an electric roadster or an all-solar
roof installation, that motive would be “look at me,” whereas the Frater-
nal approach to similar gestures would be “look how I am contributing.”
Green products have to be genuine to be at-tractive in the long run, but if
this is your market, be sure your branding, pack-aging, and promotion are
the best they can be at stating your Green position.

Leader: Impartial
Traditional: Important if relevant to their family or neighborhood

Moral Issues: “Is it Right?”
This is a somewhat more delicate issue than the others because it is not the
place of marketers to judge individual morals. However, there are some

60

consumers. Moral issues are closely related to Green issues in that they
both involve the concepts of caring and personal responsibility for others.
Any product that promotes or involves families, groups, neighborhoods,

Leader: Unimportant
Traditional: Important if not critical

Does it Feature Familiar Colors and Patterns?
When it comes to the appeal of colors, wardrobe styling, and interior dec-
oration, Fraternal buyers will be at the opposite end of the spectrum from
the Independent who tends to put shock value above good taste, at least in
their opinion. A Fraternal consumer wants to be seen as loyal, practical,
caring, and prudent, not cheap necessarily, just interested in honest value.

Leader: Unimportant

Traditionals
Proven . Substantial . Functional . Natural . Antique . Do It Yourself . Made in
USA . Familiar . Timeless and Classic . Safe and Pure . Homemade . Name
Brand . Sensible . Simple . Durability

Is it Proven?
If what you have to offer is new, a breakthrough, or radically different
from com-petition in any way, you will probably have a hard time break-

61

ing into the Traditional market. If a Leader is willing to stand in line for
the newest smartphone so he can twitter and tweet and surf the web in full
color, a Traditional cell phone user—yes, just a simple cell phone—might
still use the phone only to make urgent or emergency calls. High-tech
moves very slowly into this market because Traditional buyers are more
comfortable with products or services that have been around for a while
and that are known for a fact to be proven and dependable. Ads or com-
mercials that scream “new” or “improved” would not motivate or impress
a Traditional buyer.

Leader: Impartial
Fraternal: Important

Is it Substantial?
Traditional buyers expect the products they pay for to be well worth the
investment. The word substantial tends to favor dimensional products that
are well built, solid, long lasting, and fully functional. But this doesn’t rule
out applications and services with many of the same attributes, just not
necessarily physical in nature. A relationship with a service person or sys-
tem can be just as substantial as a well-made product; package design can
have a substantial look. Your challenge is to prove your substantiality over
time, and establish a reputation that will win Traditional acceptance.

Leader: Impartial
Fraternal: Important

How Functional is Your Product?

62

LIFT: A Daily Dose of Marketing Superiority

LIFT: A Daily Dose of Marketing Superiority

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