The Peak of the Pyramid
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Presentation given at #140confMTL All presentations can be found at: http://new.livestream.com/140MTL/Conf
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The Peak of the Pyramid
- 1. the pyramid unlock the mysteries
- 3. marketing history 101 1900-1960 1965-1985 2000-??? 1890-1900 1960-1965 1985-1999 What’s next?
- 4. maslow
- 5. Self- Physiological actualization maslow Esteem Safety Love/Belon ging
- 6. Self- Physiological actualization maslow Esteem Safety Love/Belon ging
- 9. Self- Physiological actualization maslow Esteem Safety Love/Belon ging
- 12. Self- Physiological actualization maslow Esteem Safety Love/Belon ging
- 13. the peak of the pyramid advocacy can’t be built on the lower rungs of the pyramid repeat behaviour comes from a positive emotion: love belonging esteem affecting multiple “motivational needs” across the brand creates advocacy
- 14. Judith Samuels Director of Marketing The Fairmont Royal York @chieflemonhead
Editor's Notes
- Thank you… this is exciting! My first time at a 140conf. (Note on some of the lessons learned through the day; link to presentation)(Click)
- I’m a firm believer that, in order to move forward – to truly innovate – we have to know where we came from, how we got here, what worked & didn’t work. This understanding will help us get a sense of direction for where we may need to start exploring next. So, the first few minutes are specifically meant to set the stage. This is really only scratching the surface, but will be able to give us some direction to start a conversation.(Click)
- So, here’s a little marketing history 101…We’ve moved from the production era in the late 1800s through the product, sales, market, customer and relationship eras into the 21st century.From the printing press to early modes of transportation, to efficient road systems and automobiles, to advances in sociology, psychology and all human sciences, and to incredibly rapid innovation and progress across technology that connects the world. In all cases, in all eras, technology and science impacted how businesses operate. In essence, based on new technologies and scientific advances, businesses have adapted HOW they work. They also are quite clear on WHAT they do.Businesses have always focused and (attempted) to optimize innovation. But very few businesses have a clear grasp as to WHY they’re in business. Making money is not an answer to WHY – it is a necessity, and it is an outcome. Not an answer. No; very few businesses really focus on the humanity that is the real reason behind a businesses existence, and the real reason we are all connected.(Click)
- Yet in 1943 (somewhere between the product & sales eras), Abraham Maslow gave us a roadmap to the science of human motivation – an opportunity to consider the humanity in business. His thinking suggested that to get the best out of people, you had to motivate them based on their “placement” within this hierarchy; that no one without a solid handle on physiological or safety needs would be able to be motivated through triggers in the love/belonging level of the pyramid.Maslow’s Hierarchy of Needs has been a guiding light for many managers and HR professionals. However, there have been a few nay sayers. Their logic is that, for example, many an author or artist has been brilliant (self-actualized) while living in poverty – contradicting the fact that in order to be self-actualized, you had to at least have a roof over your head and be able to feed yourself.(Click)
- Personally, I think Maslow had the right pieces… But, what if they weren’t meant to be laid out as a pyramid. What if, instead of climbing through the hierarchy of needs, we were meant to fluidly move through the 5 components while attempting to balance them. CLICK.And, what if the state of business (and the state of the world) today had something to do with the fact that most businesses – possibly in an attempt to echo the teachings of Maslow – have focused on the lower level needs & motivators assuming that people would be locked there. Now, employee engagement scores are low, despite an economic recession, people are still dreaming of better jobs, and brands are pleading for loyalty and advocacy!(Click)
- Personally, I think Maslow had the right pieces… But, what if they weren’t meant to be laid out as a pyramid. What if, instead of climbing through the hierarchy of needs, we were meant to fluidly move through the 5 components while attempting to balance them. CLICK.And, what if the state of business (and the state of the world) today had something to do with the fact that most businesses – possibly in an attempt to echo the teachings of Maslow – have focused on the lower level needs & motivators assuming that people would be locked there. Now, employee engagement scores are low, despite an economic recession, people are still dreaming of better jobs, and brands are pleading for loyalty and advocacy!(Click)
- This is how many brands use promotions…The real draw in each of these “calls to action” hits at the “security” level of the pyramid – the 2nd rung – where security of resources (or money) is part of the equation. These are designed to focus to enhance the positioning of the saving, sale, cash incentive. Don’t get me wrong – this works! That’s why we do it. Without question, these promotions get people in your door – at least once. There’s no guarantee of purchase, though these promotions certainly increase your chance.But, they don’t keep people coming back, they don’t build loyalty and they don’t build advocacy.(Click)
- As marketing evolved, we evolved some of our marketing “P”s to branding. Branding really tapped into a different need & motivator level.Looking at the same brands from the previous examples, there’s a certain “wow” factor, sometimes, there’s a “me too” element. On its own, the branding is not necessarily the draw through the door – though it occasionally can. The branding taps more tightly into a sense of belonging and esteem – connecting people based on what they think community expects, and providing a sense of status.Depending on your delivery of the perceived promise – and therefore connecting on a positive emotion level – repeat behaviour and multiple purchases are very possible. Advocacy? Really depends on how you get to the next level!(Click)
- In essence, when we look at how brands and businesses approach their audiences, the link to motivation is single-focused (or two-pronged). Very few brands have waded in the waters of multiple motivators to create uniquely customized experiences driving highly positive emotions beyond a transaction and with a real desire to improve the audience or their community.The reality is that if you are able to generate a series of positive emotion points and a balance of multiple motivators – allowing the audience to flow through multiple needs in a single interaction or relationship with a brand – your chances of driving genuine advocacy exponentially increase – both from the standpoint of retaining great employees and from the standpoint of creating influential and authentic communities.But, will it drive business?(Click)
- Consider Ethos water. This is the $2-$3 bottle of water you can pick up at your favourite Starbucks. Ethos was brought into the Starbucks family in 2005 having been created to generate funding for clean water projects world-wide. This project was a result of Peter Thum’s previous work in Africa where he saw first-hand the damage that a lack of clean water can do. Now, you will always have skeptics; some people are upset that the donation to these projects is a mere $0.05-$0.10 of each bottle sold. But this amount is much more than Ethos was able to do on its own and it has enable Ethos to donate over $6.2 million dollars US in its first 3 years of existence!It is only water! It feeds the most basic need – for us, who can afford the $2-$3 – and for those the donations are meant to help. And, what the ROI? Well, assuming a $0.10 per bottle donation, we can suggest that in its first 3 years, Ethos made over $62 million dollars in revenue. For WATER!With this water – even if very subliminally – Starbucks taps into multiple motivators: providing water, enabling people to be a part of a movement, and a positive feeling of self-esteem driving to actualization by empowering a simple action with an opportunity to be a part of that $6.2 million dollar donation. This is only one example at Starbucks where multiple motivators are hit: from part-time Baristas who have an opportunity to get education support, to fair trade coffee missions, to 2-4-1 Frappucino Happy Hours. When you interact with Starbucks, you are constantly flowing through motivators.And, there is no question – love or hate – that Starbucks has genuine advocacy and brand ambassadors on its side!
- How about this? This is not a resort… it is an outdoor entertainment space & shopping “mall” outside of Columbus Ohio.A good friend of mine some of you may know – AnnelizaHumlen who is a co-founder for the Emotional Branding Alliance is currently working with Easton Town Center, an eastern suburb of Columbus. Her work was commissioned by Steiner & Associates, the builders and owners of Easton, specifically focusing on creating partners in a social space & community. Yaromir Steiner – originally from Turkey – has made it his mission to create spaces for people to meet, to connect and to live. These are not typical shopping malls; and unlike the majority of the malls that we know, Steiner has a strict guideline as to how to approve its tenants. Paying the rent is not enough. Unhappy customers, complaints, lack of service will – and has – gotten retailers kicked out.Again, the entire experience of shopping is intrinsically linked to the bottom rungs of the hierarchy of needs: physiology & security. But Steiner & Associates, with spaces like Easton, immediately tap into the need for bonding and esteem. Every aspect of this new space – a community within the community – is built to create bonds & drive to overall wellness & improvement. Something as simple as a parking meter is a means to collect funds for local community initiatives like organized sports and scholarships. In fact, if you receive a parking ticket, 75% of the revenue will go back to those community organizations. There is a desire to thrive beyond the security motivator; to allow the community to flow through multiple motivators in a single experience and interaction.The space attracts tourists and locals. The loyalty to the retailers is extremely high. And, when one retailer was asked to leave due to lack of customer service, they trained and retrained their employees 3 times in order to be a part of this new space!(Click)
- These decisions that very successful brands and retailers have put in place are not low cost initiatives. Working on a drive to sustainability through fair trade coffees and significant funding toward clean water projects eats into what Starbucks might consider revenue and profit. Kicking retailers out of rented space & contracts because overall community feeling is that they do not give valuable enough service absolutely affects the bottom line for Steiner and Associates. But these are brands that believe that in order to be in business for a long time, you have to recognize the humanity in what you do.How will you impact the community in which you operate? What is the value you bring? If you can establish answers to those questions, you can begin a genuinely deep engagement of your employees, and a significant value to your consumers. When your audiences feel that the business has a sense of humanity that is authentic, and that infuses every interaction with multiple motivators and positive emotions – like we do as human beings – loyalty and advocacy follows. That’s been the case for Starbucks and Steiner; and these are only 2 examples in what could be so many more… but I only have 10min which I’m sure I’m just about over!(Click)
- In a nutshell, the peak of the pyramid is really not a peak at all… Maslow’s Hierarchy of Needs was meant as a roadmap; the elements are correct. And, maybe as society evolved, it really was a question of achieving sustainability in one rung before moving onto the next. But today – our society has evolved, social media is connecting us in ways we never imagined possible, and we have more access to more things in less time. It’s no longer a climb – it’s a cycle. If we don’t balance the elements properly, we could be looking into the eye of the storm.As businesses, the economy – and our compasses – have been telling us we need to focus on advocacy. Real advocacy can’t be achieved by focusing solely on a security motivator. Advocacy comes from understanding the humanity in a business. That people are more complex than a single interaction have a deeper desire to improve themselves, their community and the world. How can you, as a business or brand, help them achieve that elusive “self-actualization”.(Click)
- Thank you – and I’m looking forward to continuing the conversation with you offline and online!Enjoy the rest of the conference.