Would Your Husband Marry You Again?

Geoff poses the query and I can only hope that my husband says “I do.”

This week’s post was inspired by Dan and Chip Heath’s “Made To Stick” column in this month’s Fast Company. The Heath brothers are calling for “an arms race of goodness — a generation of companies that compete on real emotion rather than stick-on sentiments.”

The column covers an issue in branding that has long been a topic of discontent for me. Creating an emotional bond with customers is not a new idea – Palmolive was doing it in 1921 when they asked housewives “would your husband marry you again?” And yet, for the majority of our dynamic consumer landscape, the approach to branding hasn’t changed in a century.

We’re still trying to attach product attributes to random emotions without any substance behind it. Is there any reason to believe Calvin Klein cologne makes women lose their inhibitions? Is there any reason to believe Citizen watches make you “unstoppable?” Is there any reason to believe Coors Light “tastes colder” and is thus more refreshing than other beers? The answer of course is no – and consumers are paying less and less attention as a result.

Back in the day, Palmolive actually struck a chord with women because no other dish soaps were claiming that they softened your hands. But today, in every sector, there’s at least 3 competitors making the same claim. Owning a product attribute is almost impossible now, but that hasn’t stopped marketers from trying.

So how do we create an emotional bond now? How about actually meaning what we say? How about brands walk the walk for once? If you’re the cereal brand that gives kids the energy they need to learn at school then start a campaign for in-school nutrition or to stop the cutting of phys-ed programs. If you’re the jewelry brand that empowers women to take what they want in life, then do a campaign about your program to educate women in developing countries.

To create a social movement around your brand, “meaning it” is critical. We’ve already discussed Gen-Y’s desire to align with brands with built-in social meaning, and as word-of-mouth becomes marketing’s gold standard, only brands that give people something real to talk about will be heard.

Some brands are catching on: Toms Shoes for example has “doing good” built into their business model by donating a pair of shoes to kids in developing countries for every pair they sell. Consumer brands are now encroaching on the business of non-profits in order to build their brands. Conversely, non-profits are “doing good,” but very few of them pay any attention branding. What if brands competed on how much good they do rather than how many GRP’s they run in prime-time?

The article mentions one last critical aspect of social movement marketing. Actually standing for something, makes employees engage with your brand. When you walk the walk, you define a strong, internal culture for your organization, which ultimately and inevitably leads to a strong, customer culture for your brand.

U DORSE IT- YOU BOUGHT IT!

I’m thrilled to introduce a special guest posting this week from writer and advertising illuminato Terry Selucky. Her work has been featured throughout the NY lit scene, most recently in New York Magazine. Below Terry shares insights into a new social media branding tool called Udorse. It’s a creative attempt to help brands leverage word-of-mouth in creating a movement. It’s a thought-provoking way of putting the onus on consumers to propel your movement.
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In 1994, when NPR’s All Things Considered broadcast an April Fool’s Day segment stating that corporations such as Pepsi, KFC, Apple and Gap would give a lifetime 10% discount to any teenager who would tattoo his or her ear with a corporate logo, droves of young people called in to find out how they could sign up. Those who knew better laughed.

But 15 years after the hoax, as we’re just beginning to settle into the digital age, Udorse.com has created the social media equivalent of a tattooed ear. By tagging certain items on photos throughout personal pages online, an individual can share favorite brands and, when tagging Udorse’s partners, earn money with each Udorsement. The tagger has the option to either donate his or her reward earnings to a favorite charity or have them deposited directly into a PayPal account.

Udorse.com, a company backed by Founders Fund and featured at TechCrunch50, is a direct response to the individual’s increasing desire—and ability—to ignore traditional advertising. DVR has allowed viewers to skip TV spots; pop-up blockers prohibit unwanted messages. Now, more than ever, consumers are filtering through the flotsam to get to products that are useful, sexy and recommended by someone they trust. But will Udorse catch on with advertising-elusive, tech-savvy consumers?

Probably not the way the company envisions, or hopes. Udorse claims to “empower each of us to endorse the items and places in our photos that we want to help support, and share with our friends.” That’s true, and well-spun. And Gen X may try it out, but while many successful brands are proudly touted as part of one’s identity, Gen Y is too skeptical to buy into a program that could so easily be seen as “selling out.”

It’s a logical leap forward in consumer-driven advertising, but it will only survive if people find it useful—or if advertisers find it profitable. Most likely, other companies are going to create better, more palatable versions of the same idea. And in the meantime, finding the function and form of your company remains top priority.

Gartner Says More Tweets Coming to Company Communications

Are your internal communications keeping up with the times? BRANDEMiX can help!

Gartner Highlights Four Ways in Which Enterprises Are Using Twitter

By 2011, Enterprise Microblogging Will Be a Standard Feature on 80 Percent of Social Software Platforms

As businesses struggle to consider the uses of microblogging platforms such as Twitter in the workplace, Gartner, Inc. has highlighted the four ways in which organizations are using Twitter.

“Despite the fact that Twitter is primarily aimed at individual users in the consumer market, many of those individuals work for companies and ‘tweet’ about business issues, leading businesses to explore how they could best use it,” said Jeffrey Mann, research vice president at Gartner.

“In general, Twitter usage by employees should be covered by existing Web participation guidelines,” Mr. Mann said. “As Twitter is a public forum, employees should understand the limits of what is acceptable and desirable. It is good practice to remind employees that the policies already in place apply to this new communication forum, as well. If organizations have not defined a public Web participation policy, they should do so as quickly as possible.”

Twitter allows users to post short, 140 character updates, on what they are doing right now. Users distribute quick thoughts, news and ideas, and this broadcast element of Twitter has led this type of service to be called microblogging, as each individual message (called a “tweet”) can be considered a very small blog post. Users select other “Twitterers” to follow or receive their messages in close to real time.

Gartner analysts predict that by 2011, enterprise microblogging will be a standard feature of 80 percent of social software platforms on the market. While other consumer microblogging platforms exist (such as Plurk, Jaiku, and Identi.ca), Twitter is the most popular.

Twitter is primarily aimed at individuals, so it is not imperative for every corporation to be actively participating at an official level. However, the popular impact of microblogging is leading many companies to explore how they could use it. In addition to the individual use of Twitter, Gartner has identified four different ways in which companies are making use of the Twitter application: direct, indirect, internal, and signaling.

Direct — The company uses Twitter as a marketing or public relations channel
Many companies have established Twitter identities as part of their corporate communications strategies, much like corporate blogs. They Tweet about corporate accomplishments, distributing links to press releases or promotional Web sites, and respond to other Twitterers’ comments about the brand. Gartner maintains that this approach should be used with caution because uninteresting or self-serving Tweets could hinder the brand image as much as it could help. Responding to comments can be particularly risky, as the anonymous nature of Twitter can easily descend into a negative spiral. Gartner recommends that at a minimum, companies should register Twitter IDs for their major brand names to prevent others claiming them and using them inappropriately.

Indirect — The company’s employees use Twitter to enhance and extend their personal reputations, thereby enhancing the company’s reputation
Good Twitterers enhance their personal reputation by saying clever, interesting things, attracting many followers who go on to read their blogs. As people enhance their personal brands, some of this inevitably rubs off on their employers. Twitter provides a way of raising the profile of both individuals and the organizations they work for, which elevates these companies that want to be seen to employ influential leaders.

Internal — Employees use the platform to communicate about what they are doing, projects they are working on and ideas that occur to them
In most cases, Gartner does not recommend using Twitter or any other consumer microblogging service in this way, because there is no guarantee of security. It is crucial that employees understand the limitations of the platform and never discuss confidential matters, because as a seemingly innocuous Tweet about going to see a particular client can tip off a competitor. Other providers, such as Yammer and Present.ly, provide Twitter-like functions targeted at enterprise microblogging with more security and corporate control.

Inbound Signaling
Twitter streams provide a rich source of information about what customers, competitors and others are saying about a company. Search tools like search.twitter.com or the twhirl application can scan for references to particular company or product names. Savvy companies use these signals to get early warnings of problems and collect feedback about product issues and new product ideas.

Lights Out Branding

I stumbled into a brilliant Social Movement Marketing case study at Mashable’s Summer of Social Good Conference last week. Andy Ridley, the executive director of Earth Hour, presented an inspiring case study of the work his organization (WWF) has been doing.

Previously I’ve discussed how successful social movements are able to balance a seemingly contradictory dynamic: They empower individuals by forming one collective identity. Followers of a movement join a group of many to achieve personal betterment; the way mackerel form schools to increase the chances of survival for each individual fish.

Abstruse as this may be, Earth Hour is a perfect example of how to work this balance in the cause world.

You may have participated in Earth Hour without even knowing it. In Sydney, Australia in 2007, Earth Hour convinced 2 million people to shut off their lights for an hour at the same time. The stunt has now become an annual global event that, in 2009 saw 4,000 cities and 1 billion people participate. (Watch a great video about it here.)

For one organization to inspire one fifth of the planet to act in unison, they needed for all participants to bear the responsibility of promoting the movement. Earth Hour’s brand, manifested in its culture of joy, communion, and hope, transcends geography, nationality, and class. However, it was Earth Hour’s ability to let people personalize the brand that really generated a movement.

People took those core virtues of joy, communion, and hope and ran with them. Some people organized candlelit beer pong, some organized rock concerts, some hosted dinner parties, some had bon fires, and the ideas went on and on. From Israel to Iowa, people took ownership of the movement, but everything remained in the context of the culture of Earth Hour.

However, we must recognize that this wasn’t the luck of the draw. Earth Hour set out to encourage people to personalize the brand or movement. They offered access to download any of the promotional creative work to use as templates, created a forum for people to share materials they had created on their own, and made available all of the social networking tools necessary for people to the reins of the movement.

Brands must offer both the collective identity and the personal reason to believe. Earth Hour mastered both and changed the world, at least for 60 minutes. As the media landscape changes to favor individuals, relinquishing brand ownership to the people will inevitably be necessary…all we can do now is set the context.

Fiesta Time

Geoff’s New Post

It’s nice to see the theory of Social Movement Marketing get some national exposure…too bad it had to come from the Ford Motor Co. Though Ford (and GM for that matter) have consistently botched their attempts to sell cars that American youths relate to, Ford has nailed it this time…at least from a marketing standpoint.

To market their new Fiesta model, a sub-compact for urban youths, Ford is running a campaign called the Ford Fiesta Movement. Sound familiar? Rather than spending $30 million dollars cramming TV spots into NFL games, which they usually do, Ford recruited 100 “agents” to spend 6 months with the car and to use social media to tell EVERYONE about it.

These Fiesta agents get a free car, free insurance, free gas, and national exposure for 6 months. Each of the 100 agents embodies what the Fiesta brand wants to be: Young, urban, artsy, funky, curious, active, and most importantly, savvy in social media. In return for living the Fiesta life for half a year, these agents are charged with essentially tweeting this car into pop-culture lore.

The Fiesta movement’s website aggregates all of the agents’ tweets, pics, flics, vids, blogs, nings, and any other contemporary monosyllabic networking tool into one, well organized place where you can learn everything you need to know about the Ford Fiesta culture.

Perhaps most surprising is that Ford was able to resist making the campaign egregiously self-serving. Understanding that product information doesn’t start social movements, Ford gave the agents specific missions to accomplish (with their Fiesta at their side) that focus on community service, activism, and culture. They’re using these 100 agents to be the poster children for an aspirational urban identity, of which the Fiesta is a small but necessary part.

This is, of course, fundamentally how social movements work. They define a vivid collective identity (active, multi cultural, urban youths), empower charismatic leaders (the agents), and spread influence through stories (missions) and word-of-mouth (social media).

Traditionally, social movements have relied on word-of-mouth because buying TV spots was far too expensive. Now, thanks to social media, word-of-mouth has become what TV used to be: the most influential means of communication, and marketers are looking to own that too.

Consumer brands may put together impressive campaigns like the Fiesta movement, but they can’t own it – nonprofits have an equal opportunity to push influence in social media. A nonprofit could easily find young activists (start with your volunteers) to be agents for a cause. For example, put 50 young, multi-ethnic, urbanites on the street with a cheap video camera, have them film discriminations they come across in daily life, put it in an online documentary, promote it on Twitter, and you’ll get more national attention than 6-months worth of highway billboards would get you.

For help with your social media strategy call BRANDEMiX.

Sell the Culture, Not the Cause

Today, Geoff brings some interesting comparisons to branding and summer tans.

In consumer marketing there’s a term called “selling the category.” For example, if your company sells spray-tan and you run an ad that says “look like George Hamilton all year,” you would be selling the category – you’re only convincing consumers of their need to buy spray-tan in general, but not your particular brand. Unless you’re the market-share leader, selling the category is not a good practice because it benefits the competition as much (or more) as it benefits you.

I’m adapting the term for the nonprofit world: selling the cause. A lot of nonprofits do this. They convince people of the general importance of a cause, but say nothing specific about their organization to position it as the solution. However noble it may be, this doesn’t help your organization build “market share” or brand equity.

It’s becoming increasingly important to avoid just selling the cause. There are more organizations than ever – 60% of nonprofits are less than 30 years old. In every single cause category the competition is getting steeper for increasingly fewer available dollars. Chances are, your nonprofit is not the biggest in the category, in which case you have to make a case for yourself not your cause.

That’s where brand comes in.

Just as consumers buy brands for the culture not just the product, people join social movements for the culture not just the cause. Whether it’s the hipster movement of the 60’s or today’s straight-edge movement, they all have a distinct culture in addition to a specific social or political agenda, because it’s that which magnetically attracts followers. The cause provides all of the tangible reasons to join a movement, but the culture provides the ultimate emotional impetus to act.

The same goes for nonprofits. They’re all based on fighting for a cause, but the ones with the most culture have the strongest brands, which is manifested in more donations, volunteers, and more loyal employees.

NPR has done a great job of building a magnetic culture. They’ve built a steady, unapologetic culture of highly educated people who value long-style, in-depth reporting and they’ve sold this culture through social media. They stopped asking for money “because public radio is important” and started defining a movement of young, thought-leaders who are growing up to discover that they’re dissatisfied with the state of journalism today.

With social media as pervasive as it is today, communications is now actually the easy part. The hard part is defining a culture that’s unique and making a dedication to selling it rather than the cause.

For help defining your culture, call BRANDEMiX.

Activate Your Bandit.

Many consider Geoff’s Latest Blogpost one of his best. What do you think?

Ingrid Newkirk, president of PETA, said, “thinkers may prepare revolutions, but bandits must carry them out.” Her speech is often dripping with social movement metaphors – she clearly recognizes the importance of turning boardroom theory into action.

Since your brand is the personality of your organization, it’s that which is responsible for inspiring action. It cannot be merely an intellectual endeavor; it must be able to move people on the ground level.

For consumer brands, this simply means convincing people to buy products, but the cause world is more difficult. Indulgence is an easier sell than benevolence. Inherently, a non-profit’s ultimate goal is to start a social movement: getting people to come together to fight for a cause. But more often it’s the consumer brands that have defined cultures.

Which is easier to describe: a Harley owner or a YMCA volunteer? Is there a reason one has to be more distinct than the other?

Ingrid Newkirk would say no. In fact she’s built a powerful non-profit brand, rife with personality and culture. Whether you support their tactics or not, you could describe a PETA activist to a “t”… it probably involves a can of paint.

PETA has achieved social movement status (2 million members) because its brand incorporates all the critical aspects of social movements as discussed in my first post:

1. A common identity: It’s not merely belief in a common cause (that there are no dominant species) that brings PETA members together, but more so that they share core values or personality traits: veganism, extremism, and risk taking.

2. Rituals or codes: PETA members rally around a very clear credo of behavior: “direct action.” Defining a code of behavior is a natural way to build a culture around a cause, which social movements have used forever (for example see nonviolent resistance).

3. Social interaction: PETA has always forced word-of-mouth through controversial action. This ad is a perfect example.

Finding celebrities to support a cause is on every non-profit’s agenda, but PETA gets them naked. That is to say, they stay true to their brand, and infuse their ads with controversy. If a given celebrity won’t take the risk, then he/she wouldn’t fit the brand anyway.

PETA takes controversy to an extreme, but without a strong opinion people will have no reason to talk about your organization. Newkirk also said, “we’re the biggest group because we succeed in getting attention.” PETA didn’t start as the only animal cruelty group and they’re not the only one now, but they succeed to a higher degree because they create word-of-mouth. They use celebrities for good (Pam Anderson) and bad (Michael Vick) to force themselves into everyday culture.

4. Emblematic event: PETA emerged on the national scene in 1981 when they had a scientist arrested for experimenting on monkeys in a lab in Silver Spring, MD. The controversy ultimately ended up in the Supreme Court where an amendment to the animal welfare act was made. It was then that PETA’s culture of national attention and dedication to “direct action” were conceived.

5. Voice of leadership: Clearly Newkirk has worked hard to perpetuate the culture that has made PETA such a success.

If you can piece these elements together you stand an excellent chance of creating a brand that can truly move people on the ground level. For help taking your brand out of the boardroom and into the streets check out BRANDEMiX.

Social Recruiting Presentation

Here’s an excerpt from my recent Meet-Up on Social Recruiting- How to make the most of your message, media and meager budget.

Yes, the room is dark, No you can’t see the slides but shoot me an email and I’ll send you the presentation. Or, I can come by and present just for you.

I’m on a mission

True or False Poll- Takes a Minute